If “culture eats strategy for lunch,” then what responsibility do boards and nominating committee members have to effectively engage with management on this topic, and how do they go about doing so? Culture is a lever of performance that is increasingly appearing on board agendas. A company’s culture can make or break experienced executives and directors, as demonstrated by recent issues at Volkswagen, Wyndham Worldwide, and Valeant. The Report of the NACD Blue Ribbon Commission on Culture as a Corporate Asset could not be more timely. An observation of the report is that if a company has a strong culture—the right culture aligned with their strategy—it’s going to be able to see around corners, work better as a team, bring out a variety of diverse of opinions, and use its people and their talent to help prepare for disruptors or whatever the trends in society may be. Join us at our Nominating Governance Committee Roundtable on Tuesday, April 10, 2018, at Lane Powell from 8:00 a.m. to 10:00 a.m. to explore how nominating committees can more effectively engage in the boardroom to place culture on the agenda, ask the right questions, ensure that culture supports business strategy, and preserve the boundary between governance and management.