What are the changing board dynamics in India?

15 Dec 2020

What are the changing board dynamics in India?

Odgers Berndtson reached out to over 250 board members in India from different industries and organisations of varying size as part of a global board survey. We asked these leaders about the challenges they are facing, and the main short-term areas of focus at the board level, as a result of the pandemic.

Paradigms are changing in the boardroom as fundamental assumptions of board members and executive teams about the market, customers, supply chains, the workplace, technology, and other factors, underpinning business models, are undergoing a sea of change. COVID-19 represents an unparalleled crisis for nearly every board today. The list of challenges seem endless; the board’s effectiveness and composition, corporate governance, leadership and succession planning, to name a few. The board’s unique role has come to the forefront in a crisis like this, where stakes are high including ensuring business continuity.

Our report ’Changing Board Dynamics in India: Transformational Leadership & Succession Planning' looks at which areas have come to focus for board members across organisations as a result of the coronavirus pandemic. This white paper is compiled basis the analyses from the global board survey conducted by Odgers Berndtson.

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Changing Board Dynamics in India

Transformational Leadership and succession planning in the face of disruption.

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Our report explains and covers the following important areas:

  • Short term areas of focus for board members across organisations as a result of the coronavirus pandemic.
  • What are board members thinking about when it comes to transformational leadership and succession planning
  • What are dimensions are critical to an effectively functioning board when it comes to leadership recruitment.

If you’d like to find out more about how Odgers Berndtson India can help you find the right leadership and identify talent for your board, please don’t hesitate to get in touch.