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The Delaware corporate law landscape stands at a crossroads with Senate Bill 21, a version of which was recently released from the House Judiciary Committee. This landmark legislation proposes significant changes to safe harbor procedures and stockholder rights, sparking intense debate among corporate governance stakeholders.

In today’s dynamic global business environment, strategic risk management has never been more critical. Boards of directors are increasingly recognizing their pivotal role in navigating uncertainties, managing risk and seizing opportunities.

Private companies face a variety of risks that threaten their ability to achieve their goals. These include geopolitical, cybersecurity, natural disasters, customer concentration, regulatory, competitive, and supply chain risks, in addition those specific to the industry and company.

Despite a federal court lifting an injunction on reporting requirements for the Corporate Transparency Act last month, the Treasury Department announced Sunday that it will not enforce penalties or fines on U.S. citizens for violation of the law’s reporting requirements.

Succession planning has always been part of the board’s job, but lately it seems like it’s moving from a long-range discussion to something boards need to feel confident about today.

For professionals aspiring to serve on a private company Board, the path to securing a seat can be complex. Unlike traditional job opportunities, Board seats aren’t widely advertised—they’re often filled through personal networks, executive search firms, or internal company referrals. This makes visibility, preparation and connections essential for anyone looking to step into a governance role.

Diversity, Equity, and Inclusion (DEI) in many circles has all become a dirty word over the past few years. Companies have responded in varies ways – ranging from doubling down on DEI commitments, dismantling DEI, putting their head in the sand and completely avoiding the topic all together.

Succession planning for C-suite and board positions is not just a checkbox on an organizational to-do list; it’s a strategic imperative that can determine a company’s future success or failure.

Understanding governance and its relationship to family business legacy is critical for family and non-family board members and advisors.

AI stands as one of the most transformative, beneficial, and concerning technologies of our time, and while some embrace its potential for improving humanity, others caution against its perceived threats, echoing the same debates attending the emergence of the internet and other potentially disruptive innovations.

Boards, by their nature, are already well suited for crisis management. Board members are skilled and experienced in directing and overseeing the companies they serve, separating themselves from the day-to-day operations yet sharing the burden with Management.