Thought Leadership Series
What private company boards should keep in mind as they set their 2024 agendas.
To gain a better understanding of the challenges facing private company boards, the KPMG Board Leadership Center surveyed nearly 600 private company directors.
The shifting business environment will require portfolio company directors to consider how ESG risks and opportunities are overseen in their boardrooms.
Directors and management of private companies considering a sale to a special purpose acquisition company should be aware of the opportunities as well as the oversight-related challenges and tradeoffs a transaction may present.
Harvard Business School professor Victoria Ivashina discusses the outlook for private equity investing and the impact on governance and oversight.
Investors’ ability to assess strategy and operations at their portfolio companies is largely dependent upon the effectiveness of their portfolio company boards.
While the impact on private company boards, management, operations, and disclosure varies—and largely dependent on ownership—a shift is apparent in how institutional investors are directing capital and increasing expectations for private company reporting on ESG.
The private equity portfolio company lead director can be key to building board agendas, serving as a mentor to the CEO, and leading oversight of strategy development and execution.
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.
Discussion about board oversight of sexual harassment issues often comes up only after public allegations have thrown the company into crisis.
Diversifying the composition of private-equity portfolio company boards is a significant challenge, yet opportunties to change are just as abundant for these firms as they are public company boards.
In a start-up climate that is becoming more attuned to company culture, many venture investors we work with say that a working knowledge of corporate governance for early-stage company founders is a critical factor for funding negotiations
Sunny Vanderbeck, a managing partner and co-founder of Dallas-based Satori Capital, is trying to prove that a stakeholder-centric approach to private equity investing can generate returns at or above market expectations.
Getting board composition right is a challenge no matter the company size or ownership structure. Many private companies, however, face a different set of challenges than those encountered by their public company counterparts.
For former executives, the transition from managing a company on a day-to-day basis to serving on a board can be difficult. This is especially challenging at private equity (PE) portfolio companies where the dividing line between C-suite and boardroom is often porous by design.
How does a director successfully govern a family business as both the family and the business evolve? It’s a critical question and an ongoing challenge for every family-run company, and one that Joseph Kanfer, the chair and CEO of GOJO Industries, and his daughter Marcella Kanfer Rolnick, who serves as vice chair, are intensely focused on.
Ian Bremmer, President and Founder of Eurasia Group and GZERO Media discusses the forces reshaping the geopolitical landscape and the implications for business and the boardroom.
Stephen Brown and Pamela Marcogliese discuss takeaways from the 2023 proxy season and what boards and shareholders might expect for 2024.
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