Businesses are allowing artificial intelligence to make decisions that need a human touch. Boards must balance the risks and benefits.
There is an inherent conflict of interest between main and executive boards, with two different time horizons and two different risk impacts.
A board’s highly sophisticated procedure for making risk decisions can often be undermined by a failure to identify risk in the first place.
Accountants can encourage boards to foster a sustainable mindset by keeping long-term values and all stakeholders’ needs in mind.
Covid-19 has posed multiple challenges for risk management professionals. Agility, innovation and the ability to face uncertainty are key.
US academic calls for an end to non-disclosure agreements (NDAs), changes in the use of arbitration and better reporting of complaints.
How boards deal with unexpected crises has been strongly tested in recent months. What does it take for leaders to be effective in the heat of a crisis?
Stock price falls have put some companies in a vulnerable position, while boards distracted by Covid-19 may not be prepared for activist intervention.
Audit committee chairs have already drawn risk management lessons from the pandemic. But their attention is also fixed on the issues that will remain long after the crisis is resolved.
As several US states move to outlaw non-disclosure agreements in cases of sexual misconduct, boards in every jurisdiction must review their policies—and their company culture.