Relevant Topics

For young and growing companies, particularly those backed by venture capital funds, board building is often more informal and less strategic. Yet a long-term approach to building a strong board as the company grows can make a difference.

Our quarterly digest on thoughts and trends in governance and risk oversight for boards and audit committees.

Lead directors are focusing on board composition and diversity, and enhancing board operations and oversight processes.

The Board Leadership Center’s Dennis T. Whalen offers two key areas for board focus as companies prepare for the 2019 proxy season.

The audit committee should add a #MeToo lens to its role in assisting the board in monitoring compliance.

Companies and investors continue to grapple with what constitutes the optimal leadership structure for boards.

In the absence of timely guidance from the government, tax and finance departments will face a number of challenges in preparing the company’s remaining interim and year-end financial statements and tax return filings.

Highlights and takeaways from KPMG’s Director Roundtable Series, which explored how boards can take a more proactive approach to understanding, shaping, and assessing corporate culture.

Observations of the current climate for shareholder engagement, proxy voting and disclosure trends, shifts in board composition, and institutional shareholder concerns.

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

The super-voting stock creates a disconnect between economic interest and voting power, and the holders of super-voting stock are typically able to control the board and all major decisions.

Consumer data is a valuable asset for most organizations looking to extend their customer reach and competitive advantage

Just when boards and management think they have finally figured out how to accommodate millennials as employees and customers, along comes iGen to reverse many millennial trends.

The July 2018 edition of Directors Quarterly.

Board-level attention to the foundations of decision-making can help give companies an edge in today’s complex and competitive business environment.

Quorum, Out Leadership’s initiative to increase LGBT+ representation on corporate boards, has created Board Diversity Guidelines with recommendations for companies on how to amend their corporate governance language

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

The #MeToo movement and headlines announcing sexual harassment scandals and allegations have rightly put the topic of corporate culture front and center in the boardroom.

As head of the world’s largest asset manager, Fink made clear BlackRock’s expectation for a new model of shareholder engagement, “that strengthens and deepens communication between shareholders and the companies that they own.”

Virtual-only annual meetings—shareholder meetings held solely online, rather than at a physical location—have become the latest flashpoint in the governance wars.

Discussion about board oversight of sexual harassment issues often comes up only after public allegations have thrown the company into crisis.

Given their oversight roles, how can boards and audit committees help ensure that the company is getting the appropriate insights from data and analytics while taking the necessary precautions to protect the company, its employees, customers, and others?

The April 2018 edition of our quarterly publication for corporate directors.

Amid increasing cyber threats and recent massive breaches, the SEC issued interpretive guidance on cybersecurity disclosures that applies to public companies registered with the Commission

It’s clear that, as the business and risk environment becomes more complex, the board’s ability to prioritize and devote enough time to substantive issues becomes more challenging