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Strategy and Corporate Performance
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featured insight
Insights from lead directors and independent chairs on how they facilitate board engagement in the strategy process.
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Recent issues
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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, 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.
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Gauging corporate culture
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.
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Making sense of A Sense of Purpose
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.”
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Directors Quarterly: April 2018
The April 2018 edition of our quarterly publication for corporate directors.
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Navigating uncertainty: The long view
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
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2018 global economic outlook
Wavering U.S. policy could dampen existing trade relationships and sour some reliable partners. Directors and executives who tuned in the for the Webcast appeared to agree with his observation
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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 investor agenda
Reflecting on the events of 2017 and recent conversations with members of the institutional investor community, several high-level themes related to board operations and board leadership on environmental, social, and governance (ESG) issues are likely to be top of mind for investors this year.
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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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On the 2018 board agenda
Drawing on insights from our work and interactions with directors and business leaders over the past 12 months, we’ve highlighted six items for boards consider in their 2018 agendas—on the critical challenges at-hand and on the road ahead.