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The impact of AI-driven stewardship on executive compensation and director elections – Corporate Directors Skip to content As investor stewardship becomes more technology-enabled, successful outcomes will depend on these factors. Artificial intelligence is beginning to reshape how institutional investors approach stewardship, particularly in high-stakes areas such as executive compensation and board elections. As asset managers seek ways to evaluate more voting items faster and more accurately, AI is emerging as a powerful tool for analyzing pay practices, governance structures, and voting patterns at scale. This change has important implications for public company boards, particularly as institutional shareholders increasingly…

4 business days. This is the floor set by regulators and the amount of time public companies must disclose significant cyber incidents under current SEC rules. The question is whether boards are achieving this goal or are they still struggling to achieve it. Boards that haven't predefined what “material” means, haven't assigned who will handle the response, and haven't done a serious tabletop exercise don't have much time. The SEC did not invent board responsibility for cybersecurity. Ignoring it will only lead to higher costs. The EU's DORA (Digital Operations Resilience Act) and CSRD (Corporate Sustainability Reporting Directive) add equivalent…

The potential for AI to permeate almost every aspect of business is now widely recognized, and compensation planning is no exception. Boards of companies seeking to integrate AI into their operations, long-term strategies, and products are now facing a new set of questions. Should AI metrics be incorporated into incentive plans, and if so, how? While it is still early days for most boards to navigate the intersection of AI and executive compensation, some are considering incorporating AI-related goals into their compensation programs. “So far, this has primarily been in annual bonus plans rather than as part of long-term incentives,”…

Editor's note: Julie Averill is the former vice president and global chief information officer at lululemon, where she led the technology transformation that grew the company's revenue from $2 billion to more than $10 billion. As we scale up [lululemon]the pressure to innovate faster has increased. New features, new markets, new guest experiences. The demands were relentless. Conventional wisdom says you need to create an innovation team. Provide space independent of operating pressure. Let them explore new technologies without being constrained by production systems. So we tried it. We created a small team and gave them great freedom of thought.…

Cyber resilience is no longer optional—it’s mission-critical for every modern organization. As CFO of Commvault, Jennifer DiRico is helping shape the future of how companies protect, rebuild and grow after cyber threats. In this episode, DiRico opens up about her journey from working in her family’s car wash to leading finance at one of the world’s top data security and AI firms. She reflects on the decade-long ride at Toast that led to its IPO, the mentors who shaped her as a leader and how she’s driving durable growth at Commvault through innovation and trust. Listen by clicking below. The…

Despite all the talk about disruption and reinvention, most CEOs still lead companies whose revenues are heavily tied to what they are already doing and have been doing for a long time. Recently chief executive In a survey of 315 US CEOs, 58% said less than 10% of their company's current revenue comes from products and services they didn't offer five years ago. Currently, only one in four say at least 20% of their revenue comes from new products. That doesn't mean CEOs are against innovation. Looking ahead three to five years, 77% said expanding into new categories, markets and…

When startups expand beyond the seed stage and raise significant venture capital to accelerate growth, resources in finance often take a backseat to sales and marketing. Jon Anderson, CFO of Bozeman, Montana-based B2C clearing and payment provider Payouts Network, talks about how he grew the finance function of his Series A company as it rapidly expanded, and what CFOs at other startups can learn from his experience. What key lessons can other early-stage CFOs take away from your experience? Series A is a special time in a company's lifecycle. The company probably has a product and has some interest in…

Members of the boards of U.S. public companies feel the current business environment is better than it was three months ago, even though most of the issues weighing on business, from geopolitics and trade policy to macroeconomic uncertainty and market volatility, remain largely unresolved. However, their increased confidence does not suggest a clear upward trend in the second half of 2026. in corporate directorIn Diligent Institute's second-quarter Director Confidence Index, conducted June 3-8, directors rated current business conditions at 5.9 out of 10, up from 5.6 in the first quarter. This 6% improvement returns the Board Current Rating to the…

The pressure to grow is relentless. The environment is not helping. Tariff disruption, volatile consumer confidence, and AI are reshaping purchasing behavior faster than most organizations can absorb. But we are beginning to see a clearer picture of how we will overcome this period and emerge victorious. Technology can accelerate almost anything, but sustainable growth belongs to companies that treat trusted relationships as their most defensible competitive asset. That was the thread that was flowing chief executive2026 Growth Summit to be held in Nashville. Here are some of the things the participants took home. The product needs to get marketing.…

It's no wonder that the finance and accounting function is undergoing rapid transformation. But what are the biggest changes to watch out for, and how can financial leaders respond? John Raffaele, global head of finance and accounting operations at Emapta, an outsourcing and offshore staffing company based in the Philippines with offices in major U.S. cities, has some thoughts. Finance and accounting burnout is on the rise. What changes should CFOs and company leaders make now to prevent talent loss and reduce pressure on overworked staff? Mandatory billable hour pressures and increased workload demands are challenging experienced and seasoned professionals,…