The COVID-19 pandemic caused massive personal and economic upheaval across the globe. It led to unprecedented actions from governments and central banks to support businesses and individuals, and it accelerated some trends toward deglobalization. As…
Governance, Innovation and technology, Regulation and supervision / Banking, Governance, Innovation and technology, Regulation and supervision / Insurance and Asset Management
At the beginning of 2020, senior leaders’ conversation on environmental, social, and governance (ESG) issues focused almost exclusively on climate change. As global leaders assembled for the World Economic Forum’s annual meeting in January 2020,…
Governance, Risk management and oversight, Financial Strategy / Banking, Governance, Risk management and oversight, Financial Strategy / Insurance and Asset Management
Despite corporate culture’s clear impact on business results and long term value, few boards bring the same rigor to their oversight of culture that they apply to strategy, operations, or CEO succession. During companion meetings on December 1 and…
Board and committee effectiveness, Boards and General Management, Board risk oversight
Recent controversies in the United Kingdom have brought accounting and auditing into the limelight, prompting calls for greater scrutiny and for deep changes in the way auditing takes place. Reviews of the profession have assessed its market…
Accounting and financial reporting, Corporate and board regulatory matters, Working with the internal and external auditor
Every audit committee fulfils the same central responsibilities for financial reporting oversight, but committee practices vary from company to company. Perhaps because of this diversity, members of the Audit Committee Leadership Network (ACLN) were…
Accounting and financial reporting, Board and committee effectiveness, Working with the internal and external auditor
The coronavirus-induced economic crisis reshaped the financial performance of companies across all industries, albeit in different ways. Some companies suffered sustained shutdowns or slowdowns that led to severe underperformance; in other cases,…
Enterprise risk management (ERM) has been through a decade of change since the financial crisis. Management teams—overseen by attentive boards—set out to create processes to help better prepare for future events. The COVID-19 pandemic placed risk…
Board risk oversight
The initial response to the COVID-19 pandemic, which included mandatory shutdowns and a rapid transition to remote work, forced leaders to adjust their styles and approaches. As companies and their boards manage through the current, prolonged phase…
Board and committee effectiveness, Boards and General Management
As details on the Center for Medicare & Medicaid Innovation’s (CMMI) new Oncology Care First (OCF) model remain undecided, participants of the oncology alternative payment models (APMs) advisory council met in October 2020 to take stock of new…
New payment models, New regulatory and reimbursement approaches, Health system readiness / Healthcare
Internal audit teams are responding to rapidly changing risk landscapes and control environments. Remote working conditions, shifts in operations imposed by the pandemic, accelerated digital innovation, and economic stress have introduced new risks…
Boards and General Management, Board risk oversight, Working with the internal and external auditor