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Even before the latest wave of tariff escalation sent shockwaves through the global market, CEOs were brave for a year defined by disruption. Guarded just before the US presidential election, the 2025 Alixpartners' disruption index has captured ongoing anxiety and strategic readjustment among global business leaders. And while these findings go beyond today's tariff volatility, they provide an incredibly accurate blueprint, rather than how well-performing CEOs are weathering. “The disruption in all outfits shows no signs of decline,” said Simon Freakley, executive chairman of Alix Partners. “In a continuous, chaotic environment, it's no longer just weathering the storm. Instead, it's…

Today's rapidly changing risk environment places new pressure on companies and their boards to successfully manage the organization's evolving risk profile. Increasingly, the committees are playing a greater role in ensuring the executive team, particularly the Chief Risk Officer (CRO), is a high standard for risk practices and outcomes.To identify practices essential to CRO and risk excellence, McKinsey has engaged more than 30 former Chief Risk Officers of high-performance current and former global institutions. Below we share excerpts of insights from that study. This can be used to build a resilient organization and to deepen your understanding of what is…

As the tariff wars exploded in these weeks in recent weeks, there was good reason if they had flashbacks to the early days of Covid-19. Simon Freakley, executive chairman of Alixpartners Consultancy, certainly had the feeling of numbing Déjà Vu.He says that the global scope, deep uncertainty about the future, a sudden, uncertainty in the market that makes history, and ultimately, we are somewhere unknown, are experiencing a lot of people he talks about, not being so aware of those dark days.”I think it was a dry run for this early in the pandemic. I think they were dry runs…

When it comes to the current uncertain economic moment, the most important strategy is to control what you can control in terms of costs, cash, import locations, and perhaps more than anything else, pricing.To do this, as usual, I turn to Adam Ector. chief executive officer community. With his work at price consultant Simon-Kuchcher & Partners, Echter has become the go-to guy for many CEOs, CFOs and boards who have struggled through Covid, through inflation and now through Trump's tariffs.He has been consulting the tariff war room of large corporations across the United States for months, constantly making calls at…

Is it too early to call the last few days the beginning of a crisis? According to Fitch's assessment, a historically significant increase in tariffs on imports into the US results in an effective tariff rate (ETR) of about 20% for EU goods and about 64% from China. [reportedly increasing to 104%]. Other Asian economies, such as Vietnam, also have significantly higher ETRs.Fitch said the results would “swell consumer prices and lower US corporate profits.” “Higher prices squeeze consumer spending and narrow down actual wages, whereas lower profit and policy uncertainty serve as a resistance to corporate investment.”Prof. Aswath Damodaran,…

With the 2025 proxy season in full swing, most calendar year-end companies have already submitted or prepared a 2025 proxy statement, laying the foundation for future Annual Meetings (AGMs). The majority can expect a high level of investor support for the voting items supported by management, but each year a considerable number of publishers are found to be prepared for the potential for challenging votes. For some, this contested environment was expected. For others, it may come as an unwelcome surprise.”I hope within the former category, if possible, that corporate management and independent directors are aware that there may be…

For leaders navigating tariffs and market mavericks, forecasting is nearly impossible and can trigger decisions and growth plans. The stress on your leaders is high, but it can be worse for your workforce as employees have less visibility than you do. Q1, iDeleting market share and keeping existing talents and making them attractive were priorities for the top two CEOs. chief Executive He also nominated two biggest challenges to retain employees and maintain motivational costs. They are exacerbated by current conditions. It's easy to see why making the most of your people is a priority and concern. It may not…

Editor's Note: For over 40 years, Verne Harnish and chief executive officer The magazine helped CEOs and their companies identify growth opportunities and implement proven strategies. Now we team up and offer scale-up live performances. This is an event designed to provide actionable tools to lead your business and create lasting impact. learn more> https://chiefexecutive.net/scaling-up/The founder of the $600 million construction company called me recently and was frustrated by the young leader he had brought into the business to take over for him. “Okay, what is the soul of your business?” I asked.”I don't know,” he told me.”What is the…

Over the past few years, government agencies, institutional investors, and agency advisors have increased transparency in public companies to build trust and improve corporate governance. However, such efforts would be better targeted in a level playing field, as not all shareholders are currently required to play under the same rules of transparency.Unlike “registered” shareholders (“recorded holders”) who hold direct shares with public companies, the beneficial owners (“street name shareholders”) hold shares indirectly through a securities company or other financial intermediaries (custodians).Under the shareholder communications framework established by the Securities and Exchange Commission in the mid-1980s, beneficiaries are classified as opposed…

We asked Brian Olson, former CFO and CEO of both private and public companies and executive coach of CEOs, how CFOs are effective to lead companies throughout the turbulent era of economic and financial markets.This situation may seem sudden and dramatic, but the signs have been there forever. Tariffs were a consistent topic in President Trump's speech, making its impact on businesses foreseeable. This serves as a clear reminder that companies actively identify, classify and evaluate both expected and unexpected risks.The CFO is at its heart, the risk manager. Their responsibility goes beyond recognizing current threats. They must analyse the…