While there has never been as many laws, self-regulation (codes), trainings, evaluations, governance measurements (ESG), tools, tech and controls, the situation in the boardrooms hardly evolved in reality, even if it changed on paper. It remains true that good governance is a complex chemistry hardly compatible with narcissism and risk adversity.  Next to the characteristics included in the codes, it much depends on the values and courage of the members around the table, the culture and board dynamics and the attitude of the Chair.

‍