Focusing on What Counts: How High Impact Boards are Connecting Dots and Delivering Value

The demands on the board’s time and agenda continue to mount as a host of critical issues—from cyber risk and business model disruption, to investor scrutiny and regulatory demands—collides and reshapes the landscape. As business and risk become more complex and interconnected—driven by technology change and innovation, global markets and supply chains, geopolitical risk and more—the board’s ability to prioritize and devote enough time to substantive issues becomes more vital and challenging. Is the board focusing on the issues that are most material to the company’s success—e.g., strategy, talent, compensation, key performance indicators and corporate culture—and connecting the critical dots? Is the board taking a hard look at itself to ensure it has the skills, dynamics, leadership and processes in place to make the most of its time together and position the company for the future?

KPMG’s Spring Director Roundtable Series—“Focusing on What Counts: How High-Impact Boards are Connecting Dots and Delivering Value”—explored how boards are addressing these challenges and continually raising their game as the business and risk landscape redefines what it means to be an effective board. The roundtable discussion, featuring Robinson Bradshaw attorney Patrick S. Bryant, focused primarily on a range of important processes or leading practices boards might employ in prioritizing their agendas and ensuring they devote enough time to the critical substantive issues.