A very interesting discussion is underway in one of the LinkedIn groups at present. It has arisen out of a survey conducted by PwC, which showed many discrepancies between what Boards actually do and what directors think they should be doing or concentrating on. While attitudes are starting to move, actual behaviours are lagging well behind.
Several researchers and practitioners (including me) are exploring why Boards concentrate on monitoring and control, when the respondents said they want to spend more time on strategy. Others are discussing the Board's role in IT oversight.
These are important issues for Boards. I suggest you have a look, and contribute your views!
Thoughts on corporate governance, strategy and boardcraft; our place in the world; and other topics that catch my attention.