COVID-19’s impact on diverse employees and talent strategy
Cali Williams Yost, founder and CEO of Flex+Strategy Group, discusses how boards should consider the needs of diverse employees.
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Cali Williams Yost, founder and CEO of Flex+Strategy Group, discusses how boards should consider the needs of diverse employees.
In an interview with the Board Leadership Center, Lex Suvanto of Edelman shares his views on earning stakeholder and shareholder trust.
Focus areas for boards as they broaden their talent oversight responsibilities.
BLC Senior Advisor Stephen Brown offers considerations for boards on preparing for engagement heading into 2021.
KPMG BLC Senior Advisor Susan Angele offers five questions for boards to ask about the company’s LGBTQ-related policies and practices.
Amid employee activism and shareholder proposals seeking employee representation in the boardroom, questions to consider in reassessing how employee input is elevated to the board.
Lead directors play a role in guiding discussions on environmental, social and governance issues, corporate purpose, and the implications for their companies.
Five areas for boards to consider as they recalibrate their operations and oversight during COVID-19.
Directors must look beyond the C-suite when evaluating opportunities and risks associated with the firm’s human capital.
The KPMG Board Leadership Center explores the skills and experience that retired general and flag officers can bring to the boardroom.
The evolving role and purpose of the corporation in society—the focus of the recent Business Roundtable (BRT) statement—is an important topic for boards.
To help develop a more rigorous approach around data governance, we recommend three areas of board focus.
The BLC’s Dennis Whalen writes about increasing stakeholder demands for more transparent, higher quality ESG reporting.
In a Q&A with the KPMG Board Leadership Center, Bob Langert, former vice president for Sustainability at McDonald’s, offered insights for directors and management on addressing ESG issues.
Eurasia Group’s Ian Bremmer analyzes current geopolitical trends and what they mean for companies and boards.
As companies prepare for their 2020 annual meetings, shareholder engagement and communication should be top of mind.
Stephen Dabney and Michael A. Smith of KPMG identify emerging risks for internal auditors to have on their radars.
A look at emerging risks that should be front-and-center for internal auditors in the current environment.
Operating against a backdrop of tremendous uncertainty and an uneven economic recovery, prioritizing the audit committee agenda will be particularly challenging.
Audit committees need to maintain a sharp focus on understanding the effects of COVID-19 on the company’s financial statements and reporting, including the internal control environment.
The events of 2020 are a sharp reminder for board leaders to take a fresh look at the company’s enterprise risk management processes and crisis readiness.
KPMG Audit Partner Maura Hodge poses five questions for the audit committees to consider as they evaluate their companies’ ESG strategy and reporting.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
The longer-term implications of a “distance everything” business environment require a vigilant focus on cybersecurity.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
To help develop a more rigorous approach around data governance, we recommend three areas of board focus.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
In the absence of timely guidance from the government, tax and finance departments will face a number of challenges in preparing the company’s remaining interim and year-end financial statements and tax return filings.
The obligation to report country-by-country (C by C) tax information to all jurisdictions is on the immediate horizon.
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.
Investors’ ability to assess strategy and operations at their portfolio companies is largely dependent upon the effectiveness of their portfolio company boards.
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.
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.
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.
In a start-up climate that is becoming more attuned to company culture, many venture investors we work with say that a working knowledge of corporate governance for early-stage company founders is a critical factor for funding negotiations
Nearly 90 percent of U.S. companies that have gone public since the Jumpstart Our Business Startups (JOBS) Act was passed have taken advantage of the Act’s reduced disclosure provisions.
The potential impact of blockchain—on how business transactions and legal contracts are executed and recorded, IP/data protection and privacy, fraud prevention, voting, auditing, and more—is so fundamental and wide-reaching that observers and early adopters are comparing the current blockchain ecosystem to the early days of the Internet
The longer-term implications of a “distance everything” business environment require a vigilant focus on cybersecurity.
To help develop a more rigorous approach around data governance, we recommend three areas of board focus.
Consumer data is a valuable asset for most organizations looking to extend their customer reach and competitive advantage
A social media governance framework can be used to address a range of internal and external risks.
What information is key to assessing whether management has its arms around cyber risk? Certainly, the audit committee needs to hear from a Chief Information Security Officer or Chief Information Officer who is knowledgeable and can help them see the big picture. But what should be the key areas of focus? While the answer will vary depending on the situation, we suggest four areas of focus.
The potential impact of blockchain—on how business transactions and legal contracts are executed and recorded, IP/data protection and privacy, fraud prevention, voting, auditing, and more—is so fundamental and wide-reaching that observers and early adopters are comparing the current blockchain ecosystem to the early days of the Internet
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