This Harvard Business Review article argues that all boards need at least one technology expert.

Strategic thinking at the top of a company is more important than ever for business survival. But boards of directors have no clear model to follow when it comes to developing the strategic role for the companies they oversee. Should they supervise, co-create or support strategy?

Tesco’s need to recruit two new NEDs (non-executive directors) to the board highlights a common problem across many British companies.

As part of PwC's series examining Family Business Corporate Governance its first module focuses on the board's role in a family business. It will help you understand how to build an effective board for your family company, and how boards can assist with some of the particularly challenging issues family companies face. You may want to evolve or change your governance model and what you could expect from a board if you do so. Whilst each family company's situation is unique, the aim is to provide a framework of how corporate governance practices apply to family companies so you can decide what's best for you.

The role of an NED on an unlisted board may be quite different from that in listed entities, probably due in part to the dynamics of the ownership structure, the influences imposed by internal and external stakeholders and the composition of the boardroom.

The chief executive may get the glory and the salary, but leading the board is an increasingly important role, requiring subtlety, maturity and an iron grip on the agenda. A good chairman is at least as important for the long-term prosperity of a business as a good CEO, and often harder to find.