Thought Leadership Series
Conversations with directors, business leaders, and governance luminaries to explore the emerging issues and pressing challenges facing boards today.
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.
Resources and insights for private company owners and corporate directors amid the challenges presented by COVID-19.
Investors’ ability to assess strategy and operations at their portfolio companies is largely dependent upon the effectiveness of their portfolio company boards.
Drawing on insights from our work and interactions with public and private company directors and business leaders, we’ve highlighted seven items for private company boards to consider as they focus their 2020 agendas on the critical challenges at han
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.
Drawing on insights from our work and interactions with directors and business leaders over the past 12 months, we’ve highlighted seven items for boards of private companies to consider as they focus their 2019 agendas on the critical challenges at hand and on the road ahead.
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.
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.
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.
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.
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.
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 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.
Conflicting views aren't always counterproductive and, in fact, can contribute to an engaging and robust discussion.
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.
Without a regulator or stock exchange to impose oversight guidelines, private companies often “write their own rules” when it comes to governance.
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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About KPMG Board Leadership Center
Events and programs overview
COVID-19: Insights for boards
Director Essential Resources
Environmental, Social, Governance (ESG)
Lead Director Initiative