Each board and each company has a unique culture.
Culture -when highly effective- has been widely proven to be a powerful competitive advantage, driving corporate success and yielding strong economic positives for organizations. Bad cultures have proven to result in outcomes with devastating and lasting effects on reputation. Culture is also a significant contributor to success or failure in a rapidly changing business environment that increasingly rewards organization speed, resiliency, and agility.
Boards have a serious fiduciary and direct oversight responsibility for setting the tone and measuring, monitoring, and ensuring culture effectiveness. No company wants the media to ask, "Where was the board?". Two executives and serving directors from the most highly recognized corporate cultures-Southwest Airlines and Marriott International - and an executive from one of the most respected culture and risk management firms in the country will deliver key takeaways to fellow directors. Join us for invaluable lessons learned from the best-in-class on culture effectiveness.
1. Why is culture a priority, and a board imperative today?
2. Who is responsible, and what is the board's real role?
3. Measuring culture and determining "effectiveness"
4. Board tools and processes for measuring culture effectiveness
5. Aligning strategy with culture and company performance
6. Red flags, transparency, and committees
You'll hear specifics from Candace Duncan, a seasoned director who sits on the Discover Financial Services, Teleflex, and FTD boards; Michael Flagg, a partner in executive search firm Heidrick & Struggles Washington, DC office and global sector leader of Heidrick & Struggles Communications and Hardware, Systems & Semiconductor practices; and Henry Stoever, Chief Marketing Officer for NACD. Moderating is Jim Schleckser, CEO of the Inc. CEO Project and Chair, NACD Capital Area Chapter Board
-How to define your "board brand"
Board roles and how to position yourself for one
-How to use your network to increase visibility and access
-The important role diversity plays in today's board searches
-What to expect in the interview and on-boarding processes
Come prepared with your questions and walk away with an action plan
to take you where you want to go.
What are "atypical risks"? Are these BIG, ugly surprises, or disruptive emerging trends, or spot events impacting a business significantly if they happen?
Can atypical risks be forecasted, planned for, or acted upon instantly if these events occur? The landscape of enterprise risk management is changing before our eyes, and directors' important risk oversight responsibilities have dramatically increased.
Join us and your peers for a high-profile, interactive discussion with world-renowned experts and practitioners on risk identification, risk quantification, atypical risk planning, and readiness planning. You'll also enjoy great networking, delicious food, and a beautiful fall setting in the ballroom at Congressional Country Club.
Data privacy and protection shines as the most important risk companies that collect and use personally identifiable information (PII) have. Directors are fully in the spotlight to oversee the complex regulations, compliance requirements, and technical cybersecurity issues associated with data privacy risk.
The regulatory landscape is more challenging. European Unionâ€™s General Data Protection Regulation (GDPR) is the most recentâ€”and perhaps the most financially onerousâ€”regulatory legislation in history. These new rules are having significant impact on U.S. businesses.
Four world-class experts will help illuminate directorâ€™s data privacy and protection information flow. Content takeaways focus on compliance with GDPR and other regulatory requirements, third-party validations of company protections, and GDPR compliance, plus real-time insights from a former FBI chaser of cyber "bad guys" on how to prepare for and cope with a data breach.
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.