Boards Taking Longer-Term View of Risk Oversight

Boards of Directors are looking farther out when developing their strategic plans, with a majority reporting that their strategy time horizon is at least five years. More and more Boards are factoring macro trends into their planning, and it’s becoming clear that building a strong talent pipeline, proactively reducing fraud risk and strengthening the tone at the top ...

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Fortitude Factors

Fear may be the biggest single obstacle to success, and it's an indulgence leaders can't afford. Not if they want to be effective, that is. Linda Henman posits that we must replace fear with fortitude, and she outlines what that looks like exactly. Read on to explore these Fortitude Factors -- telltale signs of a leader ...


10 Ways for CEOs to Improve Corporate Governance

In order to achieve maximally effective governance, CEOs and Boards of Directors must work hand in hand. A governance committee can be helpful in fostering this partnership, but with or without governance committees, CEOs must take an active role in improving Board performance. Linda Henman offers 10 strategies to do just that.


Board Diversity by Design

A diverse Board of Directors, replete with members from differing ethnicities, professional backgrounds, genders and even education levels, is a stronger Board of Directors. With a homogeneous Board at the helm, an organization is far more susceptible to groupthink and equally likely to have blind spots. Voya Financial's CEO weighs in on the benefits of a diverse ...


Boards Turn Critical Eye Inward: Peer Dissatisfaction on Rise

PwC recently launched its Annual Corporate Directors Survey, and the findings reveal that many Directors are dissatisfied with Board makeup, citing diminished performance due to aging, unpreparedness for meetings and lack of expertise as the top reasons for their dissatisfaction with peer performance. Paula Loop explores this and additional findings...


Think Before You Arbitrate!

In many cases it's preferable for an employer to resolve a dispute via arbitration rather than in court. But that's not at all true across the board. Having an arbitration agreement in place doesn't entirely protect an organization from going to court when employment practices are called into question. And it's not always cheaper to go ...


Observations on the Short-Term/Long-Term Debate, Part 2

Part two in a discussion about “short-termism” and “long-termism” in the corporate and investment worlds. Management and Boards generally doubt that institutional investors approach the debate neutrally, with the proxy voting process being weighted in investors’ favor. Greater engagement is the only solution to combat this bias, but it may only be feasible for the largest companies.

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Get Ready for the New Age of IT Governance

Enterprise information technology governance plays a vital role in aligning IT with business processes, and this alignment is critical in creating value for stakeholders. Consequently, a holistic approach is in order. IT governance must be an integrated component -- not a siloed element -- of the enterprise’s overall governance framework.

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Observations on the Short-Term/Long-Term Debate, Part 1

“The debate over “short-termism” versus “long-termism” is raging in the corporate and investment world and is spilling over even into the 2016 Presidential campaigns. Ironically, the heat of the debate mirrors the confusion over what the debate is or should be about: Duration? Quarterly performance? Do quick gains inherently create less value than investing in big picture growth?

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