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featured insight
Board agendas should continue to evolve in 2018 as the game-changing implications of technology/digital innovation, scrutiny of corporate culture and leadership.
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Recent issues
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Matrix thinking
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.
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Directors Quarterly: October 2018
In this edition, we looked at trends in board leadership, two emerging areas of focus for lead directors, how young and growing companies may benefit from using a matrix for board building, and more.
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Getting ahead of sexual harassment risk
Discussion about board oversight of sexual harassment issues often comes up only after public allegations have thrown the company into crisis.
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Getting a start-up CFO up to speed
For a CFO of a new start-up company, this is a time of tremendous opportunity. Roles and responsibilities are being formalized, processes and controls are being implemented, and cultures and capabilities are being transformed.
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Accounting for growth
As an increasing number of firms are driven by intangible, knowledge-based assets and are more frequently funded through private investors, accounting choices are expected to play a more significant role in a company’s success.
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On the 2018 private company board agenda
Board agendas should continue to evolve in 2018 as the game-changing implications of technology/digital innovation, scrutiny of corporate culture and leadership.
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Expediting the CEO assessment
Given the expected five- to seven-year holding period for portfolio companies, boards may be able to avoid having to make a switch in two years by being more proactive in assessing the CEO early in the ownership period.
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Diversifying portfolio company boards
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.
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Building a foundation for growth: Governance in investor-owned private companies
In collaboration with the KPMG Board Leadership Center, the National Association of Corporate Directors has produced Building a Foundation for Growth: Governance in Investor-Owned Private Companies.
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Why good governance attracts investors
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
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Taking off the jobs act training wheels
Nearly 90 percent of U.S. companies that have gone public since the Jumpstart Our Business Startups (JOBS) Act was passed have taken advantage of the Act’s reduced disclosure provisions.
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The challenge of managing investors and time horizons at a private company
Conflicting views aren't always counterproductive and, in fact, can contribute to an engaging and robust discussion.
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Exceptional private boards get the basics right
Without a regulator or stock exchange to impose oversight guidelines, private companies often “write their own rules” when it comes to governance.
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After the jobs act: The impact on private companies
Three years after the JOBS Act was signed into law, we talk with Kate Mitchell, partner and cofounder at Scale Venture Partners, about the impact on private companies and their governance.developments.
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Culture as a blindspot: transparency in the private company boardroom
For all its focus on the business and the marketplace, the board itself can be vulnerable to its own blind spot: boardroom culture.
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A stakeholder-centric approach to private equity investment
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.
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Building and maintaining the “right” board
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.
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A delicate balancing act for private equity portfolio company directors
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.
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Sustaining a successful family business
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.
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To avoid the spotlight, focus on controls
On November 2, 2015, Congress enacted legislation that fundamentally changes the landscape of partnership audits.
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2016 WCD/Spencer Stuart/HBS global board of directors survey
The findings—based on responses from more than 4,000 directors from 60 countries—offer a snapshot of what they think about the economy, risk, board strengths and weaknesses, and diversity in the boardroom.
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New law creates new risks for partnership investments
On November 2, 2015, Congress enacted legislation that fundamentally changes the landscape of partnership audits.
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Private company governance survey
Getting beyond the so-called private company discount requires a hard look at governance structures and processes, financial controls, and conflicts of interest. Read the survey report from Forbes Insights and KPMG Private Markets Group.
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The key to succession planning for family business
Strong governance is key to succession planning for family-owned businesses.
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How boards drive value in family-owned businesses
Family businesses represent a significant portion of total businesses globally – yet very few of these businesses survive into the third generation and beyond.