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Succession and Talent
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featured insight
Board composition is in the spotlight. The business environment is fast-paced and complex, making it imperative that companies have the right people in the boardroom helping to guide strategy and oversee risk.
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Recent issues
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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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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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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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Championing successful CEO succession
Independent lead directors and independent chairs play a pivotal role in helping ensure their boards are ready for a CEO change.
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What boards can expect as iGen joins the workforce
Just when boards and management think they have finally figured out how to accommodate millennials as employees and customers, along comes iGen to reverse many millennial trends.
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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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Focus on board composition
Board composition is in the spotlight. The business environment is fast-paced and complex, making it imperative that companies have the right people in the boardroom helping to guide strategy and oversee risk.
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Talking talent and disruption in the motor city
The roundtable focused on the implications of automation for the board and audit committee; the promise and potential threat of artificial intelligence; and how government, business, and educators must work as one to reskill workers.
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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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How risk oversight boosts fast-growing companies
Risk oversight at rapidly growing, privately held companies is both an art and a science.
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Going the distance Insights from the 2017 Audit Committee Issues Conference
Highlights and insights from the 2017 Audit Committee Issues Conference in Boca Raton include Going the Distance, a recap of the conference’s main sessions, including keynote addresses and panel discussions, and Risk Just Got Riskier, detailing key points shared by directors in the accompanying peer exchanges.
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Focusing on what counts
The demands on the board’s time and agenda continue to mount as a host of critical issues—from cyber risk and business model disruption to investor scrutiny and regulatory demands—collide and reshape the landscape.
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Global pulse survey - Building a great board
Given their oversight roles, how can boards and audit committees help ensure that the company is getting the appropriate insights from data and analytics while taking the necessary precautions to protect the company, its employees, customers, and others?
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Building a great board
Directors and business leaders discuss how they approach board composition, the potential “blind spots” boards may need to address, and how they consider other factors to build strong boards.
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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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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.
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Anticipating governance catalysts in a family-owned business
Family-owned companies can be greatly enhanced by self-imposed professional governance standards.
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Closing the gaps: Challenge for private company boards
Often dominated by founders, families, business partners and direct investors, private company boards tend to have deep knowledge of and passion for the business, but may lack the independence, expertise, and objectivity required to clearly see and effectively respond to new risks and opportunities.