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Bridging the GAAP

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It is critical for the audit committees to consider non-GAAP financial measures on its agenda.

Compensations role in strategy elevating the discussion and expanding the view

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How Compensation Committees can create better alignment between corporate strategy and compensation programs to drive long-term value for the organization and move beyond today’s good governance standards.

Diversity discussion guide for directors

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This guide from the NACD intends to help boards in the earliest stages of conversation about board diversity or help to re-focus an ongoing conversation.

Enhancing the Board's Role in Strategy

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An interview with Ray Gilmartin, co-chair of the NACD Blue Ribbon Commission on Strategy Development.

Evaluations add value for private company boards

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There are several reasons why evaluations can be critical to enhancing oversight and improving board effectiveness.

Global boardroom insights: Audit committee effectiveness

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Audit committee effectiveness clearly hinges on some fundamentals, including the right committee composition and dynamics; an up-to-date charter with well-defined responsibilities; a risk-based approach to setting the committee's agenda; an understanding of current and emerging issues; and...

Global boardroom insights:The audit committee workload

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In this issue of Global Boardroom Insights, KPMG’s Audit Committee Institute asked audit committee chairs around the world for their views on the audit committee’s workload.

Global Boardroom Insights: Calibrating risk oversight

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In this edition of Global Boardroom Insights, seasoned directors and risk professionals from the around the world share their thoughts on how boards are strengthening their oversight of risk—particularly in the context of strategy.

Global boardroom insights: The future of audit

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In this edition of Global Boardroom Insights, we explore the current state of the audit-where quality stands today, drivers and indicators of audit quality.

Governance considerations in alternative financing

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Finding an optimal transaction requires coordination on the part of directors, managers, and shareholders to design a transaction that facilitates the best possible outcome for the company.
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