On the 2017 private company board agenda
In 2017, corporate performance will still require the essentials—managing key risks, innovating and capitalizing on new opportunities, and executing on strategy. But the context is changing quickly—and perhaps profoundly—as advances in technology, business model disruption, expectations of investors and other stakeholders, and global volatility and political shifts challenge companies and their boards to rethink strategy development and execution, and what it means to be a corporate leader. Drawing on insights from our recent survey work and interactions with directors and business leaders over the past 12 months, we’ve highlighted six items that private company boards should keep in mind as they help guide the company forward in the year ahead.
- Take a hard look at the board’s composition: Is the talent in the boardroom aligned with the company’s strategy and future needs?
- Pay attention to potential risks posed by tone at the top, culture, and incentives.
- Be vigilant about potential conflicts of interest.
- Help ensure that M&A and new financing deliver the value that they should.
- Monitor implementation plans and activities for major accounting changes on the horizon—particularly the new revenue recognition and lease accounting standards.
- Refine and widen boardroom discussions about cyber risk and security.
>Read: On the 2017 Private Company Board Agenda for more
>Also read, On the 2017 Board Agenda and On the 2017 Audit Committee Agenda