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Change efforts fail more often than they succeed. Not sometimes. Not under extreme conditions. Not without warnings or clarifications. They fail routinely and frequently. Businesses continue to invest trillions of dollars in change initiatives, yet the results remain largely unchanged. Change efforts fail not only because of inefficiency. They are a waste of human potential and leave tissue scar tissue that reduces both appetite and future adaptability. However, transformation doesn't have to be a gamble. in How change actually works (Harvard Business Review Press), authors Julia Dahl, Christy R. Elmer, and Philip Jameson reveal how leaders can greatly increase their…
The U.S.-China economic contest has entered a new phase, and every CEO in America is feeling it. Tariff escalations, export controls on critical materials, rare earth restrictions, retaliatory moves—all unfolding at a pace that makes quarterly planning feel like guesswork. Ram Charan, who has spent six decades advising the world’s largest corporations and their boards, argues that what most leaders still frame as a trade dispute is something far more consequential: a structural, economic war with no end in sight— one in which factories are the front lines, currency is the artillery and your supply chain is the terrain being…
Leaders across industries are navigating an environment of diminishing certainty and increasing risk. Higher education provides a particularly clear example of how leadership adapts under such circumstances. Today's enrollment leaders face declining populations, financial burdens, changing consumer expectations, and an evolving regulatory landscape. These influences have led universities to operate more like complex businesses than traditional academic institutions. Leadership in higher education today requires disciplined judgment, corporate alignment, and long-term thinking in the face of constant disruption. The leaders who most effectively navigate this market tend to follow a similar set of practices. 1. Anchor decisions to long-term institutional objectives.…
Delaware Disclosure Dilemma – Corporate Directors Skip to content Companies operating in the EU face extensive and stringent reporting requirements that are enforceable by Delaware courts. Privacy protection. We have enhanced our privacy policy to better protect you. This policy includes the use of cookies to give you the best online experience and provide essential functionality of our services. By clicking “Close” or continuing to use our website, you agree to our Privacy Policy. Click here for our privacy policy. accept Privacy and Cookie Policy Array ( [data_type] => boolean [data] => False [template]…
Global CEO turnover hit another high last year, with turnover rates rising from both the 2024 average and the long-term average, according to Russell Reynolds Associates' Global CEO Turnover Index. This steady increase in turnover indicates a business environment where leadership changes are more frequent and less predictable. For boards, this new reality highlights the critical role that executive compensation plan design can play in enabling a smooth leadership transition. Matt Lamb, managing director at FW Cook, says that in the aftermath of a sudden resignation, such as a CEO departure, strategic reorganization or board decision, the lack of clear…
A company's most valuable asset is often not on the balance sheet: its data. Personal information about a company's customers, employees, and potential employees, as well as proprietary data that holds a competitive advantage for the business, are just a few examples. And now that asset is under pressure from all directions. These include increasing cyber threats, the rapid adoption of AI tools that rely on sensitive data, and increased regulatory oversight of how data is used, stored, and protected. The challenge for boards is not just understanding risk. It's about knowing where to place oversight, what questions to ask,…
This is an excerpt from the March issue of the Center for Audit Quality's Audit Committee Insights newsletter series. Read the full version of this month's newsletter here. Subscribe Check out this newsletter series for monthly updates and resources for audit committee members. As audit committees develop their future agendas, they must keep the current priorities of regulators and standard setters foremost in mind. EY's SEC's top priorities It outlines some areas where we expect significant action in 2026 and is well worth a read for the implications for audit committees. capital formation This year, the SEC is working to…
What the new investor survey means for audit committees – Board members Skip to content Three findings from CAQ's 2025 Institutional Investor Survey stand out to audit committees. Privacy protection. We have enhanced our privacy policy to better protect you. This policy includes the use of cookies to give you the best online experience and provide essential functionality of our services. By clicking “Close” or continuing to use our website, you agree to our Privacy Policy. Click here for our privacy policy. accept Privacy and cookie policy Array ( [data_type] => boolean [data] =>…
Periods of turmoil are a feature of the modern corporate environment. Market volatility, increased regulatory oversight, shareholder activism, rapid technological change, and geopolitical uncertainty are increasing the frequency and intensity of corporate shocks. Whether the trigger is missed revenue, a cyber incident, a strategic shift, or an activist campaign, disruptive events are unfolding rapidly today. At times like these, stakeholders such as investors, regulators, employees, customers, and the media expect timely, clear, and consistent communication. Silence and inconsistency can quickly undermine confidence and damage credibility. As a result, boards have placed greater emphasis on stakeholder engagement and monitoring of messaging,…
When Erin Brewer joined Lyft as CFO in 2023, the ride-sharing company was in a difficult situation. For an industry centered around getting people out of their houses, Covid hit hard. Lyft was not profitable, losing money on a quarterly basis and had to make painful cost-cutting decisions to get by. Now, it’s a much different story: Lyft is generating more than $1 billion with free cash flow, preparing to launch new products and expanding into new markets. “We’re at a very different inflection point,” says Brewer. “Our industry continues to grow. We now have the opportunity to say, ‘How…