* US companies, with the scandals behind them and the new compliance rules mastered, should devote the next wave of governance reform to using the human capital of their boards to develop and support corporate strategy.
* Too many boards play only a minor role in developing and shaping strategy in partnership with the CEO. As growth and innovation become their focus, they must debate strategic questions more energetically.
* Boards need more senior executives who are fluent in current business themes and have deep industry expertise.
* Boards must also make strategy as important as compliance when they manage their work and reform their processes.
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