The defense sector is, more than ever, in need of innovative strength and will therefore need to join forces with industry and investors in the coming years. A major shift is needed to capitalize on opportunities and possibilities, says former Commander of the Armed Forces Dick Berlijn. ‘Defense will have to articulate much more clearly what is needed. Industry must communicate what technology it is working on and how that technology can provide a solution for the required capabilities. Investors will need to come on board.’

Euronext CEO René van Vlerken has concerns about the Dutch and European capital markets. The urgency for the creation of a European capital market has grown enormously, and so consolidating it is his most important challenge. ‘There is enough capital, but the market in Europe is too fragmented.’

What has changed in boardroom dynamics in recent years? And what urgent changes are still needed? These questions are central to a roundtable discussion with four experts from different sides of the boardroom table. ‘Paying attention to everyone's informal role, looking at the phase the company is in, and knowing what leadership is needed: those are the real boardroom dynamics.’

Jacques van den Broek was CEO of employment agency and HR service provider Randstad for many years. After his departure, he started focusing on supervisory board positions, maintaining his approach of servant leadership, vision focused on the culture of the organization and a perspective of having fun while at the task. He believes optimism is an indispensable quality for supervisory and executive board members, yet he is pessimistic about the Dutch business climate and the lack of strategic vision on the labor market. ‘The system has become bogged down.’

When companies revise their profit forecasts, it can have enormous consequences for their share price. Guidance on profit forecasts can therefore directly determine company value and access to capital. How should a CFO best deal with this?