“The conversation has really changed in the past year. The board
needs to truly understand critical business services both for the
bank and the market.”
— Participant
Customers’ increasingly demanding preferences and the evolving competitive…
Financial cybersecurity, Innovation and technology, Regulation and supervision / Banking
The financial services industry is still in the relatively early stages of a period of significant change. New business models, technologies, and competitors are changing the landscape for incumbents and fintech challengers alike. Increasingly,…
Innovation and technology, Financial Strategy / Banking
Hiring and firing a CEO is a core board responsibility and one that most directors are likely to encounter multiple times during their careers. Nevertheless, CEO transitions remain a persistent challenge for boards, with existential repercussions…
Boards and General Management, Board risk oversight, Cybersecurity / Insurance and Asset Management
The Centers for Medicare and Medicaid Services (CMS) has recently reiterated its commitment to transition more providers to two-sided risk alternative payment models (APMs). Ever mindful of CMS’s direction and leadership in payment reform,…
New payment models, New regulatory and reimbursement approaches, Precision medicine and diagnostics, Health system readiness / Healthcare
Effective management transitions are critical to a company’s long-term success. The desire to create more opportunities for high-potential managers requires Compensation Committee Leadership Network (CCLN) members and their committees to consider…
Cybersecurity, Executive Compensation
In recent years, innovation and disruption have become among the most discussed terms in banking. Some technologies, like distributed ledger technology and new applications of artificial intelligence threaten to replace or at least reshape the roles…
Innovation and technology, Regulation and supervision, Financial Strategy / Banking
For multinational companies with thousands of employees and operations on several continents, compliance burdens are significant. And in highly regulated industries, the challenge is even greater. An effective compliance program means not just…
Boards and General Management, Board risk oversight, Corporate and board regulatory matters
Companies enjoy a wealth of opportunities to capitalize on the data they obtain from customers, employees, and business partners. They are using data analysis techniques to improve risk management, operating efficiency, customer relations, and…
Board risk oversight, Corporate and board regulatory matters, Cybersecurity
Culture informs and drives individual and collective behavior within an organization. Agility, resilience, and ingenuity are all examples of potentially desirable cultural elements. Excessive risk-taking or a willingness to disregard process are…
Boards and General Management
Enterprise risk management (ERM) has seen a renaissance in the last 10 years, driven first by the financial crisis and then by mounting concerns over issues such as cybersecurity, privacy, and fraud. In response to demands from investors, regulators…
Board risk oversight