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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…
As a follow-up to last year's study of the first 100 S&P 500 proxy filers of 2025, Pearl Meyer examined executive compensation disclosures for 37 S&P 500 companies with fiscal years ending between August and November 2025 and that filed shareholder proxies by February 6, 2026. Our focus was on examining trends related to topics of current interest among compensation committees. Pearl Meyer's early 2026 review identified three notable findings. The first two of these continue the trends identified in the 2025 review, and the third is new for 2026. Increased CEO security and aircraft benefitsIn addition to the increased…
Boards regularly ask whether innovation-driven strategies require unconventional incentive design approaches. As companies increase investment in artificial intelligence, digital transformation and new business models, compensation committees are assessing whether traditional pay structures should also change. Innovation brings longer development cycles, increased uncertainty, and shifting priorities. Traditional financial metrics can seem out of step with its complexity. But Perl Meyer's exclusive review of the incentive structures in several key sectors of the S&P 500 suggests a more restrained conclusion. The idea is that innovation strategies can coexist with well-planned traditional incentive designs. High-performing sectors: different businesses, similar salary designs We considered…
Does market uncertainty increase the likelihood of board restructuring? – Corporate Directors Skip to content As more companies consider board restructuring to become more competitive in a highly unpredictable market, it is important that board members actively evaluate their expertise. 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. Our privacy policy can be found here. accept Privacy and…
In many organizations, growth is still treated as a function of individual or small group performance. If growth depends on a few star performers, it's a dependency model, not a growth model, and it's fragile. It works until it stops working. Results will vary. Knowledge remains siled. And when those individuals leave, the organization must rebuild momentum from the ground up. The truth is that the companies that consistently scale are not the ones with the most heroic performance. They are the ones who enable the organization to grow. Growth is more than just a sales function One of the…
Every CEO I've ever worked with was able to clearly explain their strategy. Be clear, confident and persuasive. They can explain the market they are targeting, the competitive advantage they are building, and the financial results they are focused on achieving. Most people have spent serious time and money developing that strategy. A lot of people bring in their best minds and pressure test them. And they go back to running a company that wasn't built to do that. After working with more than 220 CEOs in 23 countries in sectors such as manufacturing, healthcare, financial services, aerospace, and energy,…