McKinsey & Company—one of the world's most influential private partnerships—has undertaken a major governance overhaul. By separating the roles of Chair and Global Managing Partner, reducing its shareholder council from approximately 30 members to 12, and extending leadership terms, the firm is redesigning how power, oversight, and decision-making work at the top. The reforms offer important lessons for boards, CEOs, and governance professionals navigating the future of insti

Ericsson’s CEO exit isn’t a disruption story—it’s a control story. Börje Ekholm is stepping down after stabilizing the company, handing it to a successor built for execution in the AI era. In capital-intensive industries, timing like this is not accidental. It’s discipline.

Yes—Heineken’s CEO search is best understood as a corporate governance decision, not just a management transition. The central issue is whether the board should preserve its tradition of promoting insiders or appoint an external CEO in response to investor pressure for change. That makes the story especially relevant for boards thinking about succession planning, leadership evaluation, and how governance should respond when long-standing company norms collide with shareholder