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Reimagining Governance Basics Amid a New Normal
In an era defined by unprecedented risk complexity—from rapid technological shifts to evolving geopolitics and stakeholder expectations—boards face a constant imperative to adapt. This demands more than just incremental adjustments; it calls for a thoughtful reevaluation of foundational governance practices.
This article explores how optimizing core elements of good governance, such as board composition, processes, and culture, can empower directors to navigate volatility with greater resilience. Discover how a strategic approach to these fundamentals can transform challenges into opportunities and ensure long-term value creation without resorting to overly complex methodologies.
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Maureen Bujno is a managing director with Deloitte & Touche LLP.
Natalie Cooper is a senior manager with Deloitte LLP.
Amy D’Avella is a manager with Deloitte & Touche LLP.
Deloitte is a NACD partner, providing directors with critical and timely information, and perspectives. Deloitte is a financial supporter of the NACD.
As used above, Deloitte refers to a US member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (DTTL). This article contains general information only and Deloitte is not, by means of this article, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This article should not be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this article. Copyright © 2025 Deloitte Development LLP.
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