directors (12)

As the business and operating environment changes, there has been a greater demand for transparency and accountability as to the pic-1-COSO-Framework-300x208.jpeg?profile=RESIZE_710xintegrity of internal control. This has become very critical today as businesses drive to enhance the likelihood of them achieving their objectives and be able to adapt to changes in the global business environment.

The Committee of Sponsoring Organizations of the Treadway Commission (COSO) released in 1992 the Integrated Internal Control Framework that will enable orga

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The amount of time the Board of Directors spend on their work and commit to strategy is rising. Directors say they dedicate more time nowpic-1-Board-Excellence-Primer-300x200.jpeg?profile=RESIZE_710x to their Board duties than ever before.  In fact, since 2011, the directors have cut in half the gap between the actual and ideal amount of time they spend on Board work.

In the newest McKinsey Global Survey on Corporate Boards, the results showed that strategy, on average, is the main focus of many Boards.  Yet, directors still want more time for strategy when

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The pressure on Boards and Directors to raise their game has remained acute. A survey of more than 770 directors from public and pic-1-HIgh-Impact-Strategic-Boards-300x200.jpeg?profile=RESIZE_710xprivate companies across the industries around the world suggested that some are responding more energetically than others.

There is a dramatic difference between how directors allocate their time among boardroom activities and the effectiveness of the Boards. One in four directors assessed their impact as moderate or lower, while others reported as having a high impact

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Many Boards have improved their structures and processes. Yet, despite all the corporate-governance reforms undertaken, many pic-1-Board-Excellence-Human-Dynamics-300x200.jpeg?profile=RESIZE_710xBoards failed the test of the financial crisis. This shows that even if the Board of Directors is stacked with high qualified members and best practices, these are not enough.

Human Dynamics has come to fore in today’s highly volatile business environment. Without the right Human Dynamics, there will be a little constructive challenge between independent Directors and Manag

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When things go wrong on a grand scale, often we direct our attention to the role of the Board. Debate exudes and often gets heated uppic-1-Long-term-Mindset-300x200.jpeg?profile=RESIZE_710x and intensifies. This often happens when the Board spends more time looking in the rearview mirror and not enough scanning the road ahead. When this happens, governance suffers.

Often, the Board of Directors spend a bulk of its time on quarterly reports, audit reviews, budgets, and compliance.  However, with the change in the business environment, there is a greate

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Are you Directorship material?

What's your area of expertise?

 

Do you have a desire to support exciting new companies?

 

Are you an expert in your field or a professional in the legal, accounting, commercial or investment banking / venture capital industries?

 

Are you ready to elevate to the next level of professionalism?

 

We’ve been capitalizing start-up or early stage companies since 1998 and have many exciting opportunities you may want to consider. If you think you may qualify, please go to https://www.SprocketNetwork.com  and

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Expert Chuck Brooks Offers A Cybersecurity “Cheat Sheet” For The C-Suite

Chuck Brooks: VP of Government Relations and Marketing, Sutherland Global Solutions

The Internet was invented in a government laboratory and later commercialized in the private sector. The hardware, software, and networks were originally designed for open communication. Cybersecurity initially was not a major consideration. That mindset has surely changed

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How ERM Integration Creates Efficiencies

8028228089?profile=originalLack of transparency makes risk, performance and compliance information hard to discover, collect and maintain. Within every organization, governance areas are conducting activities, each based on different assumptions with different standards, all of which contain a risk component.

While these are typically not thought of as risk activities, when the responsibilities of each governance area are compared to a risk based process – identifying & assessing, mitigating, and monitoring – you find that

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How GRC Fails to Capture Enterprise Risk

8028226857?profile=originalGovernance functions are designed to manage risks that organizations face in operational and back office silos - financial misstatements, fraud, vendor management, disaster recovery, and other activities are all designed to address a subset of an organization’s risk profile. The concept of Enterprise Risk Management is not to create another function that exists in parallel to these areas, but rather creates a standardized methodology and language to objectively prioritize across functions and le

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This week I faced the ultimate personal test of my risk management skills, where I had to soul search “do I practice what I preach as an ERM expert.”. Sunday, the night before the storm of the century Hurricane Sandy hit, I had tickets to fly to Texas as a speaker and expert on ERM. What would become of my home and family? Had I applied the same risk principles in my work as a CEO of the leading enterprise risk management software company in my personal life? Had I done put a personal business c

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Presenting Risk Management to the Board

The first shoe to drop was government regulations holding the Board of Directors personally responsible for the effectiveness of enterprise risk management programs at their organizations. Boards are given a choice between proving their risk management programs are effective or disclosing their ineffectiveness in risk management to the public. If they do neither, it is considered fraud, as not knowing about a risk is no longer a defense.

risk_to_the_board

What does enterprise risk management effectiveness mean? No

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Boards are under pressure like never before to assure their organization has an effective risk management program.  The SEC, through the Proxy Disclosure Enhancements amendment,  is holding them personally responsible for risk management.

If your board hasn't already come knocking on your door for a briefing on the effectiveness of risk management, they will be soon.  So the $64,000 question remains:

ERM Risk Reporting: What should you present to the board?

The short answer is the larger picture of

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