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  • Newsletter

    October 15, 2020
    Environmental, social and governance (ESG) reporting has come into its own as a discipline, with most public companies now issuing sustainability reports. What’s the board’s role in ensuring these reports are responsive to investors’ needs?
  • Newsletter

    March 11, 2021
    Our global survey of C-level executives and directors on macroeconomic, strategic and operational risks highlights their views regarding a disruptive risk landscape over the next decade through 2030.[1] Our global survey captures insights from 1,081 C-level executives and directors across multiple industries, with broad geographic representation. As with our prior surveys, the results captured…
  • Survey

    April 5, 2021
    The range of uncertainties facing energy and utilities business leaders around the globe is overwhelming. Challenges triggered by a once-in-a-century pandemic continue to unfold, combined with numerous other risk issues, such as growing social unrest and polarization, and ever-present challenges associated with technology, digital transformation and innovation. Staying abreast of emerging risk…
  • Newsletter

    April 9, 2021
    On February 26, 2021, the Board of Governors of the Federal Reserve System (FRB) in the United States issued expectations for boards of large financial institutions as a standard for its regulators when they assess board effectiveness. The guidance applies to all domestic bank holding companies and savings and loan holding companies with total consolidated assets of $100 billion or more, with…
  • Whitepaper

    March 4, 2021
    Pandemic-related policies and regulation, market conditions are top concerns in the healthcare industry The continuing global challenges and potential existential threat posed by the ongoing COVID-19 pandemic. Political divisiveness and polarization. Social and economic unrest. Gridlock. Artificial intelligence (AI), automation and other rapidly developing digital technologies. Rapid shift to…
  • Newsletter

    December 10, 2021
    Transparency and consequences can be powerful leadership deterrents. For the board and CEO and their personal brands, the critical question is, what will key decision-makers in their organization do in situations when no one is watching? When the subject of ethical and responsible business behavior arises, Warren Buffett advises managers to evaluate every action they take — and not just by legal…
  • Whitepaper

    July 23, 2020
    The Construction Recovery Road Map to Mitigate the Aftermath of COVID-19 Introduction The coronavirus (COVID-19) disease, known to the whole world as a global pandemic, has been the trending topic of the year, drastically impacting the economy and disrupting the lives of many people, businesses operating in numerous industries, financial markets and supply chains. All capital projects come with…
  • Whitepaper

    July 13, 2023
    In today’s complex healthcare environment, hospitals and health systems and other provider organizations have little room for error within the revenue cycle. Faced with tight margins, growing labor and supply costs, and volatile markets, every dollar counts. Revenue integrity ensures all patient encounters are accurately converted into revenue in compliance with applicable laws and regulations.
  • Newsletter

    June 7, 2023
    The big picture: Innovative culture, speed to market, customer focus and organizational agility are mainstays in boardroom conversations about innovation. However, these discussions should also address technological roadblocks to realizing innovation initiatives.By the numbers: To understand how IT organizations are ushering legacy infrastructure into the digital era to enable the innovation…
  • Newsletter

    April 13, 2023
    As a term in business, “agile” is typically used to refer to a project management methodology, especially for software development. But there is a different, more strategic connotation of agility that merits close attention by boards as markets evolve.A global survey reports resistance to change as a top 10 risk looking out both 12 months and 10 years. CEOs and their executive teams face the…
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