Cyberattackers from abroad don’t care much about the difference between government and the private sector in the United States. They may have reasons for targeting one over the other in an individual instance, but their goal often is to exploit…
Boards and General Management, Board risk oversight
The increasing speed, miniaturization, and power of computing, as well as the connectivity of billions of devices, has led to deep change for even the most basic of industrial firms. “We are fast becoming a tech company,” said a director of one such…
Boards and General Management, Board risk oversight, Cybersecurity
“Security beyond the boundaries—it leads me to think of traditional models of security that come from the physical world: firewalls, perimeters, zero trust, the castle with a moat. But now we have the cloud, machine learning, the internet of things…
Boards and General Management, Board risk oversight, Cybersecurity
“When you’re in the middle of a cyber crisis, the facts never look like you thought they would. You can end up with inconsistent narratives.” – Director
On December 11, 2019, CRDN members met in New York to discuss how companies plan for major…
Boards and General Management, Board risk oversight, Cybersecurity
The Audit Regulation and Audit Directive (ARD), which came into effect in 2016, expanded the role and mandatory responsibilities of European audit committees.1 The ARD provided limitations on the types and amount of nonaudit services that audit…
Board and committee effectiveness, Corporate and board regulatory matters, Working with the internal and external auditor
High-performing audit committees provide confidence to market participants, who rely on financial reporting as they make investment decisions. In 2014, the European Union (EU) enacted a new Audit Regulation and a related Audit Directive—collectively…
Board and committee effectiveness, Boards and General Management, Corporate and board regulatory matters
Boards and audit committees periodically find it necessary to lead or oversee investigations of cyber breaches, alleged misconduct among executives, and other significant matters. Such investigations are often part of a broader crisis response,…
Boards and General Management, Corporate and board regulatory matters
Companies are under pressure to root out bad behavior and promote positive cultures to enhance long-term value. Executives set the tone at the top, but increasingly directors are expected to understand, monitor, and influence company culture too. It…
Board and committee effectiveness, Board risk oversight, Working with the internal and external auditor
For several decades, business leaders have debated how to balance their responsibility to provide economic returns to shareholders against the concerns of a wide range of individuals and communities—broadly termed “stakeholders”—that have an…
Board and committee effectiveness, Boards and General Management
We are ten years out and it’s not entirely clear to me that people learned the lessons they needed to the last time. Have we really done all that we need to do to understand the risks we are taking on? Have we done enough in the non-financial risk…
Innovation and technology, Regulation and supervision, Risk management and oversight / Banking, Innovation and technology, Regulation and supervision, Risk management and oversight / Insurance and Asset Management