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Strategy and Corporate Performance
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featured insight
Bremmer’s view on geopolitics, crisis prevention and readiness, the board approach to emerging technology risk and opportunity, reconsidering shareholder engagement in light of the debate on corporate purpose, and more.
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Recent issues
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It’s time to reassess ESG and sustainability reporting
The BLC’s Dennis Whalen writes about increasing stakeholder demands for more transparent, higher quality ESG reporting.
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The pitfalls of performance targets
While performance targets are powerful tools in driving the right culture, they can also pose major risks.
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Directors Quarterly: October 2019
Bremmer’s view on geopolitics, crisis prevention and readiness, the board approach to emerging technology risk and opportunity, reconsidering shareholder engagement in light of the debate on corporate purpose, and more.
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Annual stewardship reports: Takeaways for boards
Following the 2019 proxy season, the world’s largest asset managers shared the results of their engagements on corporate strategy, board composition, risk oversight, and compensation and culture.
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Crisis prevention and readiness
Insights from board and business leaders on assessing crisis readiness and response plans and steps for enhancing line of sight.
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Is the U.S. public market still attractive?
SEC roundtable explores short-termism and the role of periodic reporting
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A geopolitical lens: July 2019
Eurasia Group’s Ian Bremmer analyzes current geopolitical trends and what they mean for companies and boards.
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Make time for robust strategy discussions
Allocating time to strategy discussions is essential, but it is just the first hurdle in getting the strategy process right.
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Directors Quarterly: July 2019
In this edition: geopolitics, transformational technologies, proxy trends, investor coalitions, audit committee concerns, board diversity, and a financial reporting and auditing update.
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Directors Quarterly: April 2019
In this edition: board engagement in strategy, highlights from our Board Leadership conference, voting in proxy fights, and more.
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How lead directors can facilitate board engagement on strategy
Insights from lead directors and independent chairs on how they facilitate board engagement in the strategy process.
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Facilitating the board’s engagement in strategy
Lead directors are uniquely positioned to create the right level of engagement and facilitate quality boardroom discussions on strategy.
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Prepared to weather a potential economic downturn (or recession)?
In the current environment, boards will want to frame their agendas to help ensure their companies are prepared for a potential economic downturn—possibly a severe one. Dennis Whalen, leader of the KPMG Board Leadership Center, offers key areas of focus for boards to consider.
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Leading with agility and purpose
Insights and highlights from the 2019 KPMG Board Leadership Conference, including the economic and geopolitical outlook; the CEO perspective; board engagement in strategy; technology, digital disruption, data risk, and privacy; long-term performance; shareholder versus stakeholder primacy; talent, diversity, culture, the workforce of the future; and hot topics for board committees.
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The ESG journey: Lessons from the boardroom and C-suite
To build on our work in ESG, strategy and the long view, the Board Leadership Center interviewed directors and officers of major corporations, including Morgan Stanley, Tyson Foods, Ford Motor, Microsoft, Mars, and Whirlpool, among others.
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Directors Quarterly: January 2019
A look at critical issues for board agendas, areas for audit committee focus, insights on integrating environmental, social, and governance issues into strategy, and more.
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On the 2019 private company board agenda
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.
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Navigating disruptive risk
Dedicating time to think about the future is vital to navigating disruptive risks.
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On the 2019 board agenda
Seven items for boards to consider as they focus their 2019 agendas on the critical challenges at hand and on the road ahead.
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On the 2019 nom/gov agenda
Expectations for greater transparency about the board’s efforts to continually raise its game and help position the company for the future are putting the nom/gov committee squarely in the spotlight. Here are six items for nom/gov committees to consider as they focus their 2019 agendas.
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How lead directors are helping their boards keep pace
Lead directors are focusing on board composition and diversity, and enhancing board operations and oversight processes.
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Board oversight of corporate culture
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.
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One share, one vote—or not?
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.
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Decision-making in the visionary boardroom
Board-level attention to the foundations of decision-making can help give companies an edge in today’s complex and competitive business environment.