COVID-19: Insights for boards

Featured Board Leadership Center content

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  Directors Quarterly: October 2021

  Our CEO Outlook, the U.S. economic forecast, climate on the board agenda, board effectiveness, proxy season, diversity disclosure, and more.

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  Q2 2021 focus: Financial reporting and auditing update

  A quarterly update for audit committees on accounting and financial reporting developments, including SEC matters and FASB activity.

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  Resilience: Leading for the long term

  Insights from lead directors on rethinking oversight to help raise the board’s game, strengthen the company’s resilience, and position the business and the board for the future.

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  Directors Quarterly: July 2021

  The inflation question, cybersecurity oversight, the keys to workforce well-being, views on how to innovate boards, and more.

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  Oversight of cybersecurity and data governance

  Considerations for refining boardroom cybersecurity and data governance discussions and oversight processes.

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  Innovating the board

  In an interview with the Board Leadership Center, Dambisa Moyo shares her views on how to innovate corporate boards.

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  The long-term value of workforce well-being

  Highlights from the BLC Directors Roundtable discussion on how companies and boards are rethinking workforce well-being.

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  CEO succession strategies shift amid disruptions

  COVID-19, social unrest, and other disruptions have put a premium on effective board oversight of CEO and leadership succession planning.

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  Raising the board’s game and focusing on the future

  Amid unprecedented disruption and uncertainty, navigating the future will require a sharp focus on near-term and longer-term strategy and risk.

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  Refocusing on culture and employee engagement

  Board considerations for sustaining culture and engagement in a postpandemic environment.

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  Q1 2021 focus: Financial reporting and auditing update

  This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.

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  Capitalizing on the recovery: Talent, tech, innovation

  Views on how organizations can adapt to the challenges and opportunities of a strong but uneven economic recovery.

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  How internal auditors are adjusting to changing risk profiles

  Stephen Dabney and Michael A. Smith of KPMG identify emerging risks for internal auditors to have on their radars.

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  Directors Quarterly: April 2021

  The U.S. economic outlook, how internal auditors are adjusting to changing risk profiles, findings from our director pulse survey, and more.

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  COVID-19’s impact on diverse employees and talent strategy

  Cali Williams Yost, founder and CEO of Flex+Strategy Group, discusses how boards should consider the needs of diverse employees.

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  Tapping into internal audit’s holistic view of risks

  A look at emerging risks that should be front-and-center for internal auditors in the current environment.

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  The federal agenda 2021 outlook

  KPMG and Eurasia Group explore the Biden administration’s agenda for 2021.

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  Views from the boardroom: 2021 pulse survey

  Our survey findings point to an increased focus on stakeholders, the urgency of climate risk, the strategic implications of cybersecurity and data governance, and a sharp spotlight on leadership.

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  The top issues for audit committees in 2021

  Operating against a backdrop of tremendous uncertainty and an uneven economic recovery, prioritizing the audit committee agenda will be particularly challenging.

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  Earning trust by measuring up

  In an interview with the Board Leadership Center, Lex Suvanto of Edelman shares his views on earning stakeholder and shareholder trust.

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  Board oversight of workforce well-being

  Focus areas for boards as they broaden their talent oversight responsibilities.

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  Directors Quarterly: January 2021

  Priorities for board and audit committee agendas in 2021, tips for driving progress on diversity, and how to better envision the future

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  Navigating the risk and control challenges presented by COVID-19

  Audit committees need to maintain a sharp focus on understanding the effects of COVID-19 on the company’s financial statements and reporting, including the internal control environment.

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  Learning from the crises of 2020

  The events of 2020 are a sharp reminder for board leaders to take a fresh look at the company’s enterprise risk management processes and crisis readiness.