An increased focus on risk and compliance for financial services firms has led to a rise in committees, reporting and key performance indicators. But boards must ensure that short-term targets do not hamper long-term strategic vision.
The boards of global financial institutions must have the expertise, diversity and operational understanding to ensure effective oversight, but they must start by setting the company's culture and strategy.
Investors are placing environmental, social and governance (ESG) issues at the top of their agendas, and they expect the companies they invest in to do likewise. But financial services firms need to ensure that ESG commitments are reflected in robust policies.
The rapid pace of change in areas such as technology, global politics and demographics poses unique challenges for financial services firms. How should boards approach strategic decision-making when faced with so many near-term pressures?
Technological advances are transforming not only product complexity and delivery but the shape of the financial services industry itself. The board's understanding of AI and new technology—and the risks and opportunities it brings—needs to expand accordingly.
The unprecedented pace of regulatory change in the financial services industry has led to substantial investment in the compliance function, but it needs greater support at board and executive levels in order to be effective.
Paul Randolph, barrister, professional mediator and expert in the psychological traits of conflict, examines the mindset of those who become entrenched in damaging boardroom disputes, and offers his expert tips on how to resolve matters quickly.
From compliance to new technology and broader stakeholder engagement, financial services firms today must be fighting fit in order to thrive. Enter the effective board, which must govern like never before. In this special report, we outline six key areas of knowledge and insight to equip boards for the unprecedented challenges ahead.
Boards of banks face an increasingly broad array of responsibilities when managing foreign subsidiaries, ensuring the parent company has control and oversight without sacrificing independence or creating a culture of complacency.