Risk Oversight

Cyber security. Compliance. Geopolitical volatility. Supply chain disruption. Leading boards continue to calibrate their oversight of current and emerging risks—from improving information quality to reinforcing the right culture.

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Data rich and regulation wary

Consumer data is a valuable asset for most organizations looking to extend their customer reach and competitive advantage

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Eurasia group’s top geopolitical risks for 2018

This year’s list is impacted by an acceleration of declining U.S. influence in the world and “concerns about the prospects of a geopolitical depression

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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.

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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

Our quarterly digest on thoughts and trends in governance and risk oversight for boards and audit committees.

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Preparing for the 2019 proxy season

The Board Leadership Center’s Dennis T. Whalen offers two key areas for board focus as companies prepare for the 2019 proxy season.

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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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Sharpening Risk Oversight in The #MeToo Era

The audit committee should add a #MeToo lens to its role in assisting the board in monitoring compliance.

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Board leadership

Companies and investors continue to grapple with what constitutes the optimal leadership structure for boards.

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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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Lessons from the 2018 proxy season

Observations of the current climate for shareholder engagement, proxy voting and disclosure trends, shifts in board composition, and institutional shareholder concerns.

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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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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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Directors Quarterly: July 2018

The July 2018 edition of Directors Quarterly.

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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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Quorum Out Leadership’s LGBT+ Board Diversity Guidelines

Quorum, Out Leadership’s initiative to increase LGBT+ representation on corporate boards, has created Board Diversity Guidelines with recommendations for companies on how to amend their corporate governance language

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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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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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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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Virtual shareholder meetings: The latest flashpoint in the governance wars

Virtual-only annual meetings—shareholder meetings held solely online, rather than at a physical location—have become the latest flashpoint in the governance wars.

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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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