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WEARING TOO MANY HATS, WITH A HAT OR TWO GETTING BLOWN AWAY

It’s not how many hats you wear but whether you can wear them well. When it comes to directors holding multiple executive roles, there’s no one-size-fits-all. The real question is whether they can truly deliver on each responsibility without compromising governance or performance.

WHEN CORPORATES SIT ON CASH, INVESTORS SIT IN THE DARK

A fortress of cash may signal corporate prudence. However, when PLCs hoard excessive cash for years without a transparent or strategic plan for its use, it raises concerns about capital allocation and corporate governance.

DIVERSITY, NOT DIVERSION

While initiatives to enhance women's representation on boards have gained momentum, simply achieving numerical targets does not equate to true board diversity, which requires meaningful engagement, depth, and a strong commitment to inclusivity.

A TRUE GOVERNANCE REVOLUTION OR BUSINESS AS USUAL?

Genting Berhad’s appointment of a non-family member as CEO marks a historic milestone in Malaysia's corporate landscape. While the move is commendable, it remains to be seen whether the new CEO will have the autonomy to lead and set a precedent for corporate leadership succession in the country.