CFG Articles

Boards have long been viewed as bodies focused on governance, compliance, and oversight. But in today’s fast-paced and high-stakes business environment, organizations need boards that go beyond monitoring. They need boards that actively contribute to strategic value creation. This shift—from protecting value to helping generate it—is one of the most important evolutions in modern corporate…

For the first time representing the Center for Governance abroad, I had an inspiring experience attending the ICGN 30th Anniversary Conference in Milan. It was a unique opportunity to engage directly with global investors, advisors, and experts shaping the future of corporate governance. Among the many insightful sessions, one that particularly stood out to me was the panel on “The Boardroom…

For many years, the pay of non-executive board members was constrained by a rigid statutory ceiling. This limited the total annual remuneration to SAR 500,000 per director (equivalent to approximately US$130,000).

It is a fascinating time to be observing corporate governance in Saudi Arabia. Having only recently arrived in the Kingdom, I’ve had the benefit of a newcomer’s perspective - one that allows me to compare how governance here is evolving in relation to other jurisdictions.
The pace of change is striking. Saudi Arabia’s corporate governance ecosystem is undergoing rapid modernization,…

AI tools are starting to shape how boards work, helping directors summarize documents, analyze data, and prepare for meetings. But this convenience comes with serious risks.
Directors handle highly confidential and often privileged information. Using public AI tools without safeguards can expose sensitive data or even lead to legal issues.
Boards should adopt secure, enterprise-…

There has been a lot of talk in the U.S. lately about scrapping quarterly reporting, but what works for Wall Street does not necessarily fit emerging markets like Saudi Arabia.

Here, quarterly disclosure plays a very different role. It is not about chasing short-term numbers; it is about building trust, transparency, and accountability in a market that is still growing and opening…

For a governance observer from the US or UK, this seems like a strange question to ask. In such jurisdictions, there are very few CEOs who aren’t on the board of directors - except perhaps in the charity or NGO sectors.

In our recent research, the Center for Governance explored the neglected governance issue of whether CEOs should also be board members. This article takes a more general look at board-CEO relationships, and argues that many may be in need of a reset.