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The Hewlett Packard Enterprises (HPE) Board recently announced the creation of a Strategic Committee, which states it intends to “evaluate HPE's business strategies and identify opportunities for additional value creation.” Is the Board Strategic Committee looking to become more common due to the increasing uncertainty surrounding global economic markets and the changes in domestic and foreign economic policies? Will the “Strategic Committee Compromise” be used to become a shareholder of new weapons activists and push the board to improve performance at a faster rate?In a press release, HPE said the Strategic Committee is part of the company's ongoing transformation, including…

The following column is by Dinakar Hituvalli, Chief Technology Officer of Deltek. The opinions belong to the author. The role of CFOs has changed dramatically to becoming increasingly co-pilots of strategic technology since focusing primarily on financial management. From capital allocation and AI governance to automation priorities and digital risk, finance leaders play a key role in decision-making that determines both operational resilience and long-term growth. Increased levels of involvement of CFOs indicate a significant change in expectations. Currently, the board of directors and CEOs Suppose the organization's prioritized technology, how success is measured, and new features will affect the…

There are many ways to add value and have an amazing career as a CFO. In this episode, Denise W. Marks, CFO of the CareQuest Institute for Oral Health, shares her insights on CareQuest’s mission-driven focus and digital strategy. She also discusses the importance of embracing diverse opportunities, not being afraid to ask for help and finding your own unique way to add value as a CFO. To book a demo with Planful, click here. — Listen to the podcast here I’m looking forward to the guest because this is the first time I’ve had a guest that I’ve known for…

Diane Creel knows firsthand what it's like to serve on a board where public discussions are not encouraged. A few years ago, she was asked by investors to join the board of directors of a company facing a financial crisis. She agreed, hoping to help bring the company back to black.The rest of the story is an unfortunate lesson that can happen when the board is seen by CEOs, particularly the CEOs who are chairing them. Creel quickly learned that no opposition was encouraged and real conversations about risk and strategy were rare. When she raises concerns, they will be…

As of the end of 2024, S&P 500 members held 31% of their current assets in cash. According to data from JP Morgan Asset Management, technology and real estate companies earn about 46% of their current assets in cash. A portion of the excess cash from large companies is held in FDIC insurance bank accounts, but a significant portion is not the case. FDIC is guaranteed up to $250,000 per depositor per financial institution. Therefore, companies with tens of millions of cash on their balance sheets must either invest liquidity in securities, money market funds or engage in complex financial…

Important takeouts: Restructuring often leaves uncertainty and liberation, and it is important for CEOs to deal with emotional fallouts and strategies. The silence after Reorg is a warning sign and is not reassuring. Leaders need to create space for honest dialogue and emotional connection. Equipping your manager to lead empathy and support can greatly improve your team's resilience and performance. Culture is rebuilt through everyday interactions rather than formal messaging. Trust, recognition, and transparency are keys to reinvigorating employees. In spreadsheets, restructuring decisions often make sense. Roles are integrated, teams merge, and leadership charts are redrawn with strategic accuracy. But…

As artificial intelligence implements operations, strategies and infrastructure more deeply, directors are being asked to provide monitoring on systems that do not exist when most board structures are built.meanwhile CBMGames Global Director Sheila Bangalore, Director of Paloma Health and Stoneage Waterblast Tools and Director of Credit Suisse Funds, Samantha Kappagoda, Chief Data Scientist at Nugherati Partners, shared his strategy for adapting to this moment of AI supervision. Some practices worth considering:Be careful when monitoring. AI monitoring does not always fit well with existing committees. Some boards have moved AI to audit or risk, while others have created standalone monitoring channels.…

How can financial leaders manage uncertainty skillfully? The first step is to determine what kind of uncertainty we are talking about, says Hilary Norris, CFO of financial management software company GTREASURY. Uncertainty is provided in at least three different types, which are from a macro perspective. Currently, US companies have experienced two out of three, one of which is related to AI. In the interview below, Norris, whose year of corporate finance brought her to the UK, Asia Pacific, the Netherlands and the US, explains why CFOs tend to handle uncertainty better than others. The Oxford University Grade also reveals…

When Harley-Davidson announced a successor to longtime CEO Jochen Zeitz this spring, the motorcycle maker probably didn’t expect to be slammed into a proxy brawl over it. But that’s exactly what happened as activist investor H Partners came roaring in, accusing the board of botching the succession process and demanding a total leadership overhaul.H’s argument? The board’s preferred successor was chosen behind closed doors, without sufficient strategic clarity or outside search. Harley fired back, calling the claims self-serving. But the damage was done: Shareholders—already grumpy with a share price down 35 percent over the prior year— had a front-row seat…

Over the past few years, the work of corporate board members has become much more difficult. Directors had to take on more responsibility and address more complicated decisions under extremely difficult economic circumstances. Yet hundreds of new directors are appointed each year, and certain trends emerge from appointments where many committees reveal the value of new candidates.According to Heidrick & Struddles 2025 Board Monitor US, the Fortune 500 company filled 379 board sheets in 2024. The characteristics of these appointees are as follows:73% of the appointees had previous board experience. 88% of the appointees had international experience. 72% of appointed…