The CEO Can Champion the Next Business. Can the Organization Build It?

A CEO can champion a promising new business, but sponsorship alone does not make venture building an organizational capability. McKinsey’s latest research identifies the leadership, capital, culture, and governance new ventures require. This article takes the question one step further: can those conditions survive competing priorities, financial pressure, or a change in leadership? For executives and CVC leaders, the answer may determine whether a venture scales or remains dependent on whoever is protecting it.

The Blind Spot in the Most Studied CEO Succession Process Ever Conducted

BoD, corporate governanceLouAnn ConnerJuly 4, 2026succession planning, board of directors, board composition, scaling companies, SagaciousThinkSCALE, SagaciousThink, Dr. LouAnn ConnerComment

SagaciousThink Governance Insight - Global Recap, Vol 8: March 7, 2026

Corporate governance is undergoing a structural shift driven by three forces: AI oversight, geopolitical influence on governance frameworks, and evolving expectations around transparency and board composition. Across the United States, Europe, Asia, Africa, and the Middle East, regulators, investors, and institutions are redefining what effective governance means in an environment where technological risk, geopolitical influence, and stakeholder trust increasingly intersect.

The result is a transition from governance focused primarily on financial oversight and compliance toward governance that must now incorporate technology oversight, geopolitical awareness, and broader stakeholder transparency. Boards that fail to adapt risk not only regulatory exposure but also strategic blind spots as technology and regulatory environments evolve faster than traditional governance frameworks.

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