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On the 2016 Board Agenda
On the 2016 Board Agenda
Six things that boards should keep in mind as they consider and carry out their 2016 agendas.
The road ahead for companies in 2016 will be particularly challenging given the level of global volatility and uncertainty—e.g., the geopolitical environment, commodity prices, interest rates, currency fluctuations, slowing emerging market growth—as well as technology advances disrupting established industries and business models. In this environment, the spotlight on corporate directors will continue to intensify as investors and regulators scrutinize the board’s contribution to strategy, risk, and compliance.
Drawing on insights from our interactions with directors and business leaders over the past year, we’ve flagged six things that boards should keep in mind as they consider and carry out their 2016 agendas.
- Deepen the board’s engagement in strategy and assess the continuing validity of assumptions at the core of the strategy.
- Make talent development a strategic priority.
- Reassess the company’s vulnerability to business interruption, and its crisis readiness.
- Refine and broaden boardroom discussions about cyber risk and security.
- Promote effective engagement with shareholders, including the activists.
- Keep board composition front and center.
© 2018 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
