Olatunji Mayaki on Building Boards that Create Value

A trusted peer, someone whose career has mirrored mine in many ways, recommended the Corporate Governance program. His endorsement carried weight, so I approached it with an open mind. By the end, I shared his view—it was absolutely worthwhile. One of my biggest takeaways was the reminder that governance must start at the top. When leaders set the right tone, it naturally cascades throughout the organization. The program gave me practical tools and insights to ensure that happens effectively.

A number of sessions made a strong impression. For instance, Bob Bontempo’s discussion on persuasion—particularly his point that “experience does not matter as much as feedback”—gave me a new lens for working with CEOs, CFOs, and committee chairs. I also found Andrew Fastow’s session thought-provoking. His argument about “fair game” within the law forced me to reflect on the broader morality of decisions and their human impact. This perspective will influence how I frame KPIs with CEOs and fellow board members. Beyond those, the Corporate Governance program reinforced the importance of board diversity, the critical role of audit committees, and the need for directors to be prepared for disruptive technologies. Most importantly, it emphasized the shift from governance as talk to governance as value creation.

Professor Rajgopal’s style was both open and engaging. He encouraged collaboration and made space for participants to share their experiences while tying them back to academic and practical insights. The addition of expert guest speakers, real-world case studies, and dynamic panels kept the learning relevant and actionable. It was an environment that balanced rigor with real-world application, leaving a lasting impact on me.

I’ve been through many related programs across institutions, but this one stands out. The participant mix alone is a major benefit—hearing perspectives from diverse regions and industries enriches the learning. The curriculum itself is sharp, practical, and forward-looking.

For aspiring or current directors, the outcomes are clear: better decision-making, stronger risk management, and an enhanced ability to ensure compliance while avoiding liabilities. Most importantly, it equips you to create long-term value in your board role. My advice is simple—attend the Corporate Governance Program, and then immediately put what you learn into practice. That’s when the real results begin.

If you have questions about the program or are interested in enrolling or sponsoring someone in your organization, please don’t hesitate to contact Kendra Burpee at kendra.burpee@gsb.columbia.edu or +1 212-853-4942.