It is only by achieving the optimal balance between humans and machines that Boards can navigate the future of work.

Fifty leading female professionals from Black, Asian and other Minority Ethnic (BAME) backgrounds are highlighted in the 2019 Women to Watch supplement, published annually by Cranfield University’s School of Management alongside the Female FTSE Board Report. [...]

Should the Government think about an ambitious plan to bring more BAME minorities, (BAME - Black, Asian, and Minority Ethnic, used to refer to members of non-white communities in the UK) into Britain's boardrooms? The aim could be for one in five directors of FTSE 100 companies to be from a BAME background. Lord Davies' review into women in the boardroom, which began in 2011 and has had some success in increasing the numbers of women in senior business roles. But is this a good thing and do we need quotas?

A lot of companies struggle with two apparently unrelated problems: disengaged younger workers and a weak response to changing market conditions. A few companies have tackled both problems at the same time by creating a “shadow board” — a group of non-executive employees that works with senior executives on strategic initiatives.

The transition from executive to non-executive is a particularly interesting one – one which requires an evolution from a leadership role to one requiring stewardship, guidance and, perhaps most important, mediation – aligning the interests of key stakeholders.

Head of investments at London’s BGF Ventures, former LOVEFiLM and Mothercare CEO, and ex-chair of Moo.com, Simon Calver, on how tech founders should manage boards.