In today's volatile global landscape, boards are being asked to oversee a broader and more interconnected risk environment than ever before. Cyber incidents, geopolitical shocks, AI‐enabled deception, health events and threats directed at senior leaders can all disrupt continuity, decision‐making and enterprise value. Yet one governance blind spot remains underexamined: whether public companies have adequately assessed and addressed the risks facing the people leading the business.
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Sid Kosaraju (2026) studied this question.
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