In designing executive pay strategy for an uncertain 2021, CEOs and boards must reconcile their recent compensation adjustments with both new and lingering pressures for change.
If boards really want to make progress on ESG issues—not just for their companies but for society—they need to remember they can’t do it alone.
The companies that evolve to become digital leaders while simultaneously increasing cash flow, minimizing risk to their business model, and delighting customers prioritize these three things.
Delaware Court invalidates Williams’ Poison Pill and finds that Williams’ board has breached its fiduciary duties. What directors and CEOs need to know.
With proxy season approaching, companies need to get a handle on their ESG reporting, and more specifically, the D&I component, which will be under a sharp microscope. Three leading practices to get it right.
Following a superstar founder is never easy, but Amazon's new CEO also has a full plate of major strategic problems to solve when he takes over later this year.
For most companies, meaningful innovation measurement requires a balance between activity- and outcome-based metrics. Focus on these five categories.
Rebuilding trust in business will require us to revisit the fundamentals—and the scaffolding that keeps shareholder-centric thinking and profit-maximizing in place.
There’s nothing quite like a catastrophe to shake up the status quo—and this one isn’t over yet. But corporate leaders are already mining the wreckage of 2020 for lessons on emerging stronger, faster and ready for whatever is next. Here’s what they’ve found.
Three key principles were integral to PwC's digital transformation—and they continue to guide as the firm adapts for the evolving future of work.