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Monthly Archives: May 2016

Building a cyber resilient organisation

Every organisation faces distinct cyber risks. While many of these risks are mere nuisances, some can cause existential consequences. These are the risks leaders must worry about as they strive to build a cyber resilient organisation.

Collective action to tackle corruption

Anti-corruption collective action involves a coordinated and sustained effort from business and other stakeholders to jointly tackle shared corruption challenges, particularly systemic corruption where it is difficult for one company to engender long-term change on its own.

Creating a culture of compliance

A clearly defined and consistently implemented strategy, functioning in and arising out of a culture of compliance, not only reduces the likelihood of non-compliant activity, but also serves as a clear signal of what your company will and will not accept.

Tone at the top

Perception plays a major role in corporate culture and ethical behaviour. If people don’t believe that corporate leaders know what is going on lower down in their organisation and are failing to receive accurate information, why should they follow the tone set at the top?

Preparing for activist investors

Corporate governance is becoming more and more complex. Amid an increase in rules and regulations, the broader availability of information about company activities has enabled stakeholders to become more active in expressing opinions and suggesting changes they feel appropriate.

Technology for an effective boardroom

Providing the most dependable, streamlined and innovative systems can help your employees stay focussed on their work and ensures better collaboration.

Germany’s liberal approach to corporate governance

In its fifteenth year, the German Corporate Governance Code (Deutscher Corporate Governance Kodex or DCGK) continues to be among the shortest, as well as the most liberal of its kind, both internationally and in Europe. Following several corporate crises in Germany that were considered to be the consequence of poor corporate management, the Code was developed by a purposefully established commission.

LGBT in the boardroom

Broadening the diversity debate to advance lesbian, gay, bisexual and transgender policies. Not because it is socially acceptable or the politically correct thing to do, but because it generates positive financial results.

Bulletproof your defence

21st century stakeholders have an expectation that their organisations will be capable of delivering long-term stakeholder value. However, less than two decades into this century many stakeholder groups have already borne witness to a litany of corporate failures, incidents and scandals (Lehman Brothers, BP Deepwater Horizon and Volkswagen, etc), resulting in the reduction or destruction of their stakeholder value.

Board communication and digitisation

Businesses need to focus on embracing changes in technology. Executive communication in the age of digital disruption brings a time of change that shouldn’t be ignored.