Director's Domain: Corporate Governance News & Board Insights

February 05, 2026 -

Succession. The Disney version has at times been nearly as dramatic as the TV show, though news this week about the selection of a new Disney CEO has focused as much on how Board Chair James Gorman managed an orderly succession planning process as on the naming of Josh D’Amaro as Robert Iger’s successor. Elsewhere, Nike is facing a federal investigation after the Equal Employment Opportunity Commission said it is examining allegations that the company’s diversity initiatives discriminated against white employees and job applicants. Meanwhile, you’ve surely heard that shareholder activism hit record levels in 2025, and all predictions are for more of the same. In response, a number of law firms have released memos suggesting how boards can best prepare for the upcoming proxy season and year-round activist activity, while adapting to a radically changed landscape brought about by regulatory and political changes. As if on cue, climate-focused shareholders targeted BP with demands to see proof that the oil producer’s decision to pull back from renewables and focus on fossil fuels can pay off economically. Prominent activist investor Nelson Peltz sees a new opportunity on the horizon that would bring his career full circle: full buyouts of companies rather than trying to force change with minority ownership. It’s too soon to know if other billionaire investors will also seek buyouts, but it’s certain that boards will have to continue adapting to new realities, and quick. The widening of the governance aperture continues, with boards now overseeing AI’s impact on talent and strategy, while considering how companies can strengthen technology resilience amid an increasingly volatile risk environment. As the challenges grow, we see high-performing boards working smarter by ensuring they have the right talent, decision-making data, and objective experts to keep them on track with all demands.

January 29, 2026 -

Some Thoughts from Our CEO, Abby Adlerman
2026 is quickly shaping up to be a year that tests leaders in uncomfortable ways, often presenting false binaries and forcing choices that feel monumental, no matter which path is taken. In this environment, many executives increasingly find themselves in genuinely difficult positions. Everyone is dealing with imperfect information and real consequences are attached to every path forward. Intentions will be presumed by others, accurately or not, in every action one takes. Choosing inaction is itself a decision. This is the moment for leaders to lean into their roles, as ducking is no longer an option. More than ever, accountability matters and is the true reflection of authority.
And as for This Week's News
In the wake of federal actions in Minneapolis, CEOs from Apple to OpenAI are choosing their words carefully as some are starting to speak out. In some cases, Board Chairs are also lending their voices. No doubt, discussions have been intense for those involved in an organization’s what, who, when, and how decision to be vocal, or not. In a “business as usual” milieu, however, the federal government continues to redefine its role beyond serving as a regulator to that of investor, buyer, and political influencer, particularly in sectors deemed critical to national interests. Meanwhile, companies from Amazon to UPS are announcing sweeping layoffs and closures, raising broader questions about how boards are balancing economic headwinds with pressure to invest in transformation, particularly AI. Proxy advisers continue to feel the squeeze: Wells Fargo became the latest institution to cut ties with ISS, choosing to bring proxy voting in-house amid growing political scrutiny of the industry’s influence on ESG, pay, and disclosure practices. Layer in persistent activist campaigns, heightened scrutiny of AI oversight, and evolving expectations for CEO readiness, and the picture becomes clear: boards are navigating a climate of faster pivots and higher stakes. True north has never been more important for boards as they reaffirm their priorities, stay grounded in strategy, sharpen oversight, and prepare for conversations that, not long ago, might have seemed unthinkable.

January 22, 2026 -

Busy in the boardroom. Proxy season hasn’t officially begun, but the battles are already underway, from Lululemon founder Chip Wilson’s push to shake up the company’s private-equity-backed board to Paramount’s planned proxy fight to install directors on the Warner Bros board in its bid to beat out Netflix and buy the entertainment behemoth. Even the high seas are feeling the fury, with Diana Shipping nominating a full slate of directors to the Genco board after its takeover bid was rejected. Meanwhile, ISS, in apparent response to the current political climate, is walking back its diversity voting policies, while the Disney board engages in the high-stakes search for Bob Iger’s successor amid Wall Street pressure, industry disruption, and the still-fresh memory of a failed handoff. More broadly, boards find themselves monitoring an increasingly wide array of risks while preparing for a host of regulatory changes that could upend everything from where companies incorporate to what they disclose about executive pay to how they report cybersecurity incidents. The good news is that board chairs are leaning in and guiding their boards to become increasingly proactive on oversight and governance matters as well as strategy.

January 15, 2026 -

Say it loud, say it soft – either way 2026 is starting off with plenty of complexity. Paramount’s bold proxy move for board seats at Warner Bros. adds fuel to its hostile bid and reveals just how central governance has become in M&A strategy. Meanwhile, Ben & Jerry’s independent directors continue their courtroom campaign to defend board autonomy against corporate parent Magnum, in yet another reminder that governance power struggles aren’t limited to hostile takeovers. On a different front, Apple’s quiet retreat from diversity language in its board nomination policy reflects a broader policy shift already underway, one that signals how some companies are recalibrating their governance practices in response to changing political and regulatory tides. Against this backdrop, today’s boards are facing deep complexity that requires sharper strategy, more agile decision-making, and greater awareness of the human dynamics that shape the room. At the risk of repeating ourselves, Boardspan advocates that boards pay attention to the three ways for boards to stay forward-looking in 2026.

January 08, 2026 -

New year, new playbook. One week into 2026 and we’re already preparing for significant change this year. JPMorgan’s decision to sever all ties with proxy advisers, replacing them with AI-driven, in-house voting, marks a significant shift in how institutional investors will try to influence governance. Who’s next to follow? Warner Bros’ board is using a version of the “Just Say No" strategy to rebuff Paramount – will it work and will others try the same in a year that promises to be filled with M&A activity? The best antidote to unwanted overtures may be in the form of forward-looking boards that focus on strategy and top-notch oversight, getting increasingly proactive. To wit, strategy narratives are taking center stage, board evaluations are evolving, and most committees, especially compensation, are bracing for regulatory and political turbulence. If you lack the time to dig into the governance top 10 lists that undoubtedly landed in your in-box, read Boardspan’s 2026 Outlook for the three moves that will matter most to boards. This week’s TL;DR: Board governance is already showing its 2026 hand around more strategy, more rigor, and a stronger expectation that boards lead from the front.