Gender diversity increases corporate bottom lines and enhances board effectiveness. Women fuel a huge amount of our economy and have clear insights into purchasing motivations and customer experiences that can drive business strategies and long-term company profitability. Yet, women struggle to land board positions. Why? Are qualified women hard to find? Are men being left out of the conversation?
Join your fellow directors in an interactive conversation with one of the nation's most highly recognized business and governance women leaders, Linda Rabbitt, chairman and CEO of rand* corporation. Jim Schleckser will serve as program moderator, helping to spotlight the governance imperatives in this high-profile topic from a 360-degee perspective.
In war, mistakes in strategy or execution result in serious consequences for our nation and, all too often, unnecessary loss of life. In the boardroom, directors are charged with overseeing corporate strategy, risk and high-impact executive decision making. Failures of oversight in the boardroom arenâ€™t paid for in human casualties, but they can result in huge shareholder value losses, lost opportunities, and irreparable damage to the corporate brand.
Senior military leaders are exceptionally well trained to focus on strategy, oversee its execution, and guarantee mission success. And directors can gain valuable knowledge about board effectiveness by understanding what senior military leadership skills can be powerfully applied to the board room. Join us as General Norton A. Schwartz (USAF, Retired) unveils the similarities and secrets between military success and business success.
Starting a business and taking it all the way to a successful exit requires extraordinary effort by many people across multiple business phases and governance cycles. A thoughtfully chosen and engaged board of directors is vital to success. Very different board skills may be required as the company matures and navigates the challenges of different exit alternatives such as IPO or strategic sale.
For-profit businesses are increasingly becoming more purpose driven, while not-for-profits are becoming increasingly financially sophisticated. Although the legal obligations of the board members of these two types of organizations are not entirely the same, the financial and fiduciary risks facing directors are very similar.
This high-impact session will provide powerful insights into the rapidly changing world of directors in both for-profits and not-for-profits that are striving to deliver exemplary board leadership in these two different legal entities.
Directors serving their organizations have one common mission: protecting stakeholderâ€™s interests. However, does exemplary governance mean different things within different types of legal structures and ownerships - public, private, and PE?
High profile drama in publicly-traded board rooms is spotlighted prominently in business news routinely. But, how often do you hear about private, or not-for-profit, or PE firms? Does this dynamic signal that the very nature of governance in private, PE, and not-for-profits entities are fundamentally different? Are the skills required of directors widely different?
This interactive discussion will cut through the governance myths and frame the imperatives toward advancing exemplary board leadership within these various types of entities.
Directors have been bombarded with the message that managing cyber-risk is a board level issue and one of strategic importance to the business. There are a wide variety of resources available to help directors exercise their responsibilities in this critical area. The purpose of this program is to go to the next level of detail and provide directors with the ability to dig a bit deeper into some of the current cybersecurity issues.
Richard Levick, a globally recognized expert on crisis management, is our dynamic discussion leader engaging directors and guests in a priceless learning opportunity on crisis management.
Takeaways include: insightful lessons learned and best practices from well-managed and badly managed crises; astroturf movements; the board's role in crisis situations; and a "Levick playbook" on what board members need to know to perform with excellence in crisis situations.
The world of media and communications has fundamentally changed. Reputational and other risks - along with opportunities - abound from social media.
Join NACD Capital Area Chapter and your director peers to learn best practices for the board's role in social media oversight and for mitigating potentially costly risks from world-class media experts.
Winning organizations make talent development a top strategic priority. They recognize that people are a critical competitive advantage and one of their organizations' most important resources. Boards have clear oversight duties in talent development, requiring sharp vision and deft leadership.
Strategic growth is one of the highest priorities for most organizations. Boards carry the full duties of growth risks, governance, and shareholder value protection. With over 70 percent of M&A transactions failing to deliver expected shareholder value, and a high percentage of growth "investments" under-performing, how do boards truly fulfill their fiduciary responsibilities in this complex strategic growth space?