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	<title>The Harvard Law School Forum on Corporate Governance</title>
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	<title>Board Governance in 2026 &#8211; The Harvard Law School Forum on Corporate Governance</title>
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		<title>Board Governance in 2026</title>
		<link>https://corpgov.law.harvard.edu/2026/02/11/board-governance-in-2026/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=board-governance-in-2026</link>
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		<pubDate>Wed, 11 Feb 2026 12:32:46 +0000</pubDate>
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				<category><![CDATA[Practitioner Publications]]></category>
		<category><![CDATA[Board composition]]></category>
		<category><![CDATA[Board of Directors]]></category>
		<category><![CDATA[Corporate governance]]></category>
		<category><![CDATA[Risks]]></category>

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		<description><![CDATA[Redefining board leadership to meet modern challenges Looking toward 2026, the responsibilities and expectations placed on corporate boards continue to evolve at an accelerating pace. Today’s directors are navigating a business environment shaped by a broader range of risks, fresh opportunities, and new approaches to leadership and oversight. The start of a new year represents [&#8230;]]]></description>
				<content:encoded><![CDATA[<hgroup><em>Posted by Christine Davine and Caroline Schoenecker, Deloitte LLP, on Wednesday, February 11, 2026 </em><div class='e_n' style='background:#F8F8F8;padding:10px;margin-top:5px;margin-bottom:10px;text-indent:2.5em;'><strong style='margin-left:-2.5em;'>Editor's Note: </strong> <p style="margin:0; display:inline;"><a href="https://www2.deloitte.com/us/en/profiles/cdavine.html" target="_blank" rel="nofollow noopener">Christine Davine</a> is a Managing Partner and <a href="https://www2.deloitte.com/us/en/profiles/caroline-davis-schoenecker.html" target="_blank" rel="nofollow noopener">Caroline Schoenecker</a> is a Managing Director at Deloitte LLP. This post is based on a Deloitte memorandum by Ms. Davine, Ms. Schoenecker, <a href="https://www.deloitte.com/us/en/about/people/profiles.kparsons+127e83d2.html">Krista Parsons</a>, <a href="https://www.deloitte.com/us/en/about/people/profiles.mbujno+35c5d009.html">Maureen Bujno</a>, and <a href="https://www.deloitte.com/us/en/about/people/profiles.jamiemccall+26c4c888.html">Jamie McCall</a>.</p>
</div></hgroup><h2>Redefining board leadership to meet modern challenges</h2>
<p>Looking toward 2026, the responsibilities and expectations placed on corporate boards continue to evolve at an accelerating pace. Today’s directors are navigating a business environment shaped by a broader range of risks, fresh opportunities, and new approaches to leadership and oversight. The start of a new year represents an inflection point for board directors to consider how they can respond with informed action to embrace change.</p>
<p>The role of the modern board is expanding. Boards are expected to look beyond compliance and traditional oversight, stepping into roles as strategic oversight leaders and stewards of enduring value. Directors are increasingly pivotal in guiding organizations through uncertainty to help foster growth and resilience amid disruptions such as economic and geopolitical shifts, digital transformation, and regulatory developments. Effective boards are often those that keep pace with these shifts, regularly evaluating not only what they oversee but how they do so. <a href="https://corpgov.law.harvard.edu/2026/02/11/board-governance-in-2026/#more-179134" class="more-link"><span aria-label="Continue reading Board Governance in 2026">(more&hellip;)</span></a></p>
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