Friso van der Oord

The accelerating pace and intensifying complexity of change are leading to the emergence of a fundamentally different operating reality than incumbent executives and directors have experienced in their careers to date. This shifting business paradigm has profound and immediate implications for boards, and these implications will intensify dramatically over the next 5 to 10 years. These implications are not new, but there is no doubt that all of them have recently become more acute and now pose… Show more

The accelerating pace and intensifying complexity of change are leading to the emergence of a fundamentally different operating reality than incumbent executives and directors have experienced in their careers to date. This shifting business paradigm has profound and immediate implications for boards, and these implications will intensify dramatically over the next 5 to 10 years. These implications are not new, but there is no doubt that all of them have recently become more acute and now pose an urgent challenge to board leaders.

The report of the 2019 Blue Ribbon Commission, Fit for the Future: An Urgent Imperative for Board Leadership, offers board leaders a blueprint to lead their boards into the future and positions boards to help their companies meet the challenges of the future. In all of this, the role of a strong and effective board leader—the specific focus of the report—is crucial. They will need to catalyze difficult, sometimes uncomfortable changes that demand fortitude, vigilance, and boldness. Show less

A corporate crisis has become a modern-day rite of passage for the board directors and senior executives of many companies. Everyone knows by now that crises are an ever-present threat that can strike any organization, no matter how apparently well run. Less discussed are the significant personal costs. Crises are emotional events that severely stress the relationships between the CEO, the senior-management team, and the board of directors. Crises can end careers. Such stresses can make the… Show more

A corporate crisis has become a modern-day rite of passage for the board directors and senior executives of many companies. Everyone knows by now that crises are an ever-present threat that can strike any organization, no matter how apparently well run. Less discussed are the significant personal costs. Crises are emotional events that severely stress the relationships between the CEO, the senior-management team, and the board of directors. Crises can end careers. Such stresses can make the response to the crisis less effective and severely impair an organization’s ability to emerge strengthened from it and return to a path of profitable growth. Drawing on in-depth interviews with battle-tested board directors and senior executives who have experience serving on boards of or as senior executives at more than 80 US and UK institutions, this joint NACD-McKinsey paper explores the lived reality of such events as seen from the top, exposing lessons learned from both failures and successes. And we suggest some ways for boards and senior executives to equip themselves ahead of time to work together more effectively. Show less

A convergence of global trends over the last 20 years, including the boom in global data traffic, online users, connected objects, and access to cloud computing has laid the groundwork for the digital era. This era is predicted to bring tremendous value to businesses and societies alike. Armed with access to new technologies such as artificial intelligence (AI), blockchain, Internet of Things (IoT), and robotics process automation (RPA), traditional firms across industries are pursuing digital… Show more

A convergence of global trends over the last 20 years, including the boom in global data traffic, online users, connected objects, and access to cloud computing has laid the groundwork for the digital era. This era is predicted to bring tremendous value to businesses and societies alike. Armed with access to new technologies such as artificial intelligence (AI), blockchain, Internet of Things (IoT), and robotics process automation (RPA), traditional firms across industries are pursuing digital transformation to reimagine solutions to existing business challenges and create exponential value for their customers and partners.

Across industries, directors recognize the near-term disruptive potential of new business models enabled by emerging technologies. Boards play a critical role in guiding firms toward successful transformation—that is, not only toward remaining relevant, but also toward thriving in the digital era. As a result, they are actively reassessing their oversight responsibilities in governing digital transformation initiatives.

To help address this challenge, this report introduces a flexible and practical guide that both prepares directors to navigate the complexities of digital transformation and emerging technologies and helps them to guide their organizations’ efforts in becoming more digital and data driven. Show less

Are boards overseeing the wrong risks? Survey results from both NACD and global consulting firm, Protiviti, suggest that corporate risk priorities are rapidly changing in light of accelerating technology and macro-economic disruptions. But enterprise risk management programs and board risk oversight practices haven’t yet adapted to this new risk reality. Our new white paper offers boards new principles to make risk governance fit-for-purpose in today’s risk landscape.

The article highlights the importance of a corporate culture as a critical asset of business performance, not just a potential liability that creates risk.

Today, more than ever, the demands posed by issues of cybersecurity clash with both the need for innovation and the clamor for productivity. Increasingly, cybersecurity risk includes not only the risk of a network data breach but also the risk of the entire enterprise being undermined via business activities that rely on open digital connectivity and accessibility. As a result, learning how to deal with cybersecurity risk is of critical importance to an enterprise, and it must therefore be… Show more

Today, more than ever, the demands posed by issues of cybersecurity clash with both the need for innovation and the clamor for productivity. Increasingly, cybersecurity risk includes not only the risk of a network data breach but also the risk of the entire enterprise being undermined via business activities that rely on open digital connectivity and accessibility. As a result, learning how to deal with cybersecurity risk is of critical importance to an enterprise, and it must therefore be addressed strategically from the very top. Cybersecurity management can no longer be a concern delegated to the information technology (IT) department. It needs to be everyone’s business — including the board’s. Show less

Fixated on increasing revenue and driving expenses down, most companies and their
boards underestimate the cost of organizational change.

Our detailed interview covering the roles and responsibilities of corporate boards and directors when it comes to mergers and acquisitions. They discuss new concerns that have cropped up – like risk management – that boards must consider – and the need for good legal counsel. They also encourage directors to challenge the assumptions behind M&A strategies.

This article outlines the need for companies to promote a new type of leadership to unlock the potential of their employees. Inspirational leadership, rather than carrots and sticks, is a key lever of not only integrity, but innovation and idea sharing in companies. The article outlines eight key principles of leadership that employees at all levels should adopt

Imperatives for 21st Century Business Leaders” is a strategy blueprint for CEOs who intend to make their organizations more sustainable and values-driven. The report leverages unique data insights drawn from employee surveys to drive strategy formulation and execution in four key areas. These four imperatives are:

Embed values into how you conduct, operate and govern your organization
Cultivate inspirational leadership at all levels
Use your organization’s culture to… Show more

Imperatives for 21st Century Business Leaders” is a strategy blueprint for CEOs who intend to make their organizations more sustainable and values-driven. The report leverages unique data insights drawn from employee surveys to drive strategy formulation and execution in four key areas. These four imperatives are:

Embed values into how you conduct, operate and govern your organization
Cultivate inspirational leadership at all levels
Use your organization’s culture to catalyze innovation
Connect authentically to your organization’s purpose and significance

These strategic imperatives and the critical action steps to operationalize them are intended to equip executive leaders with the means to guide the entire organization on a journey of meaning, significance and lasting competitiveness. Show less

Today, ERM teams stand at a critical juncture in their efforts to create value for the organization. While their core activities—coordinating the enterprise risk assessment and risk reporting processes—significantly enhance risk management transparency for senior leadership, ERM teams struggle to drive effective risk management in the line. According to a recent CEB Risk survey, only 34% of ERM leaders believe business unit managers to be effective at risk management.

To address this… Show more

Today, ERM teams stand at a critical juncture in their efforts to create value for the organization. While their core activities—coordinating the enterprise risk assessment and risk reporting processes—significantly enhance risk management transparency for senior leadership, ERM teams struggle to drive effective risk management in the line. According to a recent CEB Risk survey, only 34% of ERM leaders believe business unit managers to be effective at risk management.

To address this critical challenge, ERM should focus its efforts on clarifying accountability and building capabilities for risk management within the line. Show less