By Susan F. Shultz 480-998-1744 firstname.lastname@example.org Boards of directors have been transformed to a degree unimagined prior to Enron and Sarbanes-Oxley (SOX). Always slow to change, even in the face of regulation, boards of public companies have improved significantly s
How do we know before a crisis if our board has adequate oversight of cyber and other critical risks? Risk, and, specifically, cyber risk, are increasingly priority concerns for boards of directors. Yet, only 32 percent of public company directors have a high level of knowledge and un
By Susan Shultz, CEO of The Board Institute, and Jeff Welgan, Head of Executive Training Programs, CyberVista. It finally happened. Your company was hacked. Your customer data is for sale on the dark web and also it is now publicly available on the Internet How much does your board kn
As you may recall, we recently released TBI Protiviti Board Risk Oversight Meter to help boards appropriately understand and oversee the tremendous risks facing our corporations today. To further address the looming risk of cyber crises and realizing that only 8% of directors are sati
Susan Shultz was a recent featured speaker at … The Risk Management and Resilience Seminar June 7 to 8, 2017 Held at The Conference Board, New York, NY Topic: The Board’s Changing Role in Overseeing Risk
The Global CISO Study: How Leading Organizations Respond to Security Threats and Keep Data Safe report, ServiceNow surveyed 300 CISOs and found that 81 percent said they believe data breaches in their company are going unaddressed. Another 78 percent said they are concerned that they
By Jim DeLoach, Protiviti – Managing Director Prudent risk-taking is essential to what successful organizations do when seeking market opportunities and executing aggressive growth strategies. Boards of directors have a growing role in overseeing risk in the companies they gover
Editor Contacts: Kathy Keller, Protiviti email@example.com 650-234-6252 Susan Shultz, The Board Institute Sshultz@theboardinstitute.com 480-998-1081 FOR IMMEDIATE RELEASE The Board Institute Launches New ‘TBI Protiviti Board Risk Oversight Meter’ PHOENIX, AZ and MENLO PARK,
“Why do strategic global boards matter?”… “What advantages does your company realize from them?… Read the article written by Susan F. Shultz, Founder of The Board Institute, and SSA Executive Search International at this link: The Case for Global Boards *This article was p
Susan Shultz will be on the panel moderating at the Advanced Leadership Breakfast hosted by the Black Board of Directors Project on April 2nd. The breakfast, at The Ritz Carlton in Phoenix, will cover the topic “Positioning Yourself for Corporate Board Seats” and will pro
By Susan F. Shultz and Robert Barker Directors and Boards Magazine, December 2014 E-briefing Call it the boardroom Catch-22: It’s difficult to get on a board if you don’t have board experience. But, you can’t get the experience without your first board seat. The solution? If you’re re
Institutional Shareholder Services (ISS), which issues proxy research and vote recommendations on approximately 39,000 companies in 115 countries each year, has recognized the importance of performance evaluations and added board evaluations to its risk factors in issuing vote recomme
The last five years have witnessed many changes in the retirement plan fiduciary landscape, perhaps more than in any five year period since the enactment of ERISA in 1974. These changes are leading many plan sponsors and advisors to adopt new strategies in managing their fiduciary re
Call it the boardroom Catch-22: It’s difficult to get on a board if you don’t have board experience. But, you can’t get the experience without your first board seat.
The solution? If you’re really serious about getting on a board, create a strategy and be prepared to do the homewor
Even as companies are relying more on technology to come up with innovative business models and fresh ideas for finding new revenue, many boards of directors don’t understand enough about IT to keep up. Few CIOs sit on boards and, according to PricewaterhouseCoopers, just 1 percent of
Too often boards of directors are overloaded with directors who are disruptive, passive, no longer current, or just taking up seats that could be used by more qualified individuals. Unfortunately, a top boardroom challenge is to devise ways to have more frequent director rotations.
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