Why do companies fail? Economist Hyman Minsky posits that stability itself breeds instability. When an organization is successful, it becomes increasingly difficult to take new risk. While a company striving to become successful is required constantly to anticipate changing circumstances, these habits are difficult to maintain in the successful market leader. Vision tends inevitably to narrow.
Read MoreAs cyberattacks increase, we corporate restructuring folk need to protect ourselves and our clients. The great majority of successful cyberattacks derive not from technological superiority but from exploiting human error.
Read MoreBoards face intense scrutiny from shareholders, regulators, politicians, the media, employees and other stakeholders – many of whom have never set foot in a boardroom nor faced the unique challenges of being responsible but not directly charged with managing the enterprise.
Read MoreWe live today in a business climate that seems obsessed by the need to identify, quantify, analyse, manage, mitigate and otherwise corral risk in all its forms. While we fight these battles on the risk management front, we might be risking losing the war of survival of the fittest.
Read MoreThe odds are stacked against companies coming out of Chapter 11. Some of this is due to noise created by arbitrary performance projections; some to industry issues. Many, though, suffer from the difficulty of making good and timely decisions, which is a function of leadership, and most particularly, the board of directors.
Read MoreHyper focus on compliance and risk management has blossomed since the world financial crisis in 2008. As regulators and legislators struggle to define, design and implement new regulations to be sure that never again will we face such calamity, what must the leaders of business large and small do to cope?
Read MoreIn a study conducted by the Ponemon Institute for IBM, only 17 percent of the more than 2,300 business continuity specialists surveyed said their organization had a formal strategy for business continuity.
Read MoreA number of the apparent safeguards there to protect investors depend significantly on the hegemony of the board of directors as the ultimately responsible party.
Read MoreThe nature of the risks confronting us is constantly changing, putting a premium on accurate interpretation of the environment, and on agility of response to ensure resilience.
Read MoreWe who have labored long in the world of rebuilding companies are accustomed to harrowing periods: no cash, bellicose vendors, furloughing or firing employees. Now, however, we face a hidden enemy, the cyber attacker.
Read MoreThe board is responsible for the perpetual life of the corporation. A discussion of corporate board and CEO accountability.
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