With commercial banks taking a more conservative approach to lending since the financial crisis, the lending market has opened up to nontraditional lenders, and more and more businesses are using these non-bank lenders as alternative sources for credit funding. The good news is businesses have more loan options. The bad news is these entities don’t face the same level of...
There's a reason executive leaders get paid the big bucks. The decisions they make often have repercussions that are felt company-wide. Not an easy job, holding the fate of so many workers in your hands. In addition to experience, senior leaders must have an acute business savvy, along with a couple of other key traits in order to make the...
Step aside, lawyers. It's time for the CCO to be allowed greater influence as advisor to the Board of Directors. Michael Volkov suggests that there's a shift underway in corporate boardrooms: with new corporate scandals breaking all the time, the need is greater than ever to protect an organization's reputation and embed ethics within the culture. You're up, CCOs.
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 are key...
Board member views on strategy and risk oversight have shifted to a longer-term orientation with emphasis on evaluating macro-trends as part of their strategic review, according to PwC’s recent Annual Corporate Directors Survey. However, Board members are being pressured to balance longer-term strategic planning and investment with the need to meet short-term investor expectations. Additional key findings from the recent...
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.
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 Board.
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...
In 2014, Hong Kong ranked among the least corrupt countries in the world -- a distinction the government is surely anxious to maintain. If the territory hopes to uphold its reputation in this regard, a number of issues must be addressed, including the rules around gift-giving and -receiving, which don't at present apply to Chief Executives...
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 the arbitration route, either...
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.
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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