Government Risk Management Succession Planning 
Association Now Leadership
MAY 17, 2024
Even if you’re not heading out the door anytime soon, it’s crucial to be thinking about what succession planning will look like. You don’t need to be running a company with a trillion-dollar market capitalization to be dealing with this stress.
Walk Me
OCTOBER 11, 2022
Companies also needed a feature to leverage employee records for succession planning as part of the workforce planning strategy. Talent management systems contained within HCM software exist to support companies in managing leadership development, performance, and compensation management. Compliance.
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Harvard Business Review
SEPTEMBER 20, 2011
Every single Chief Risk Officer and every single non-executive director of every single "too big to fail" financial institution should be challenged by shareholders to prove they've got a surer grasp of risk than UBS. The board's own processes lacked accountability for evaluating the firm's risk exposures, assessments, and management.
Harvard Business Review
APRIL 10, 2014
Our research on boards of directors and corporate governance has shed new light on many board practices and reveals the need for improvement in several areas including skills and selection , succession planning , and diversity. Boards cannot govern effectively if they’re missing key skill sets. Skills and Assessment.
Harvard Business Review
JULY 16, 2013
Both boards are on to a good start — demonstrating that when a firm builds a board using a rigorous assessment of the qualities it needs to carry out its governance task, rather than personal networks, the board is better equipped to execute its functions. In our survey, we also asked about specific skills.
Harvard Business Review
MARCH 8, 2012
Governments. Transparency has been a favorite tool that governments have employed to try to combat "excessive" executive pay. In the same vein, when doing succession planning, the board should be attentive to candidates' attitudes towards pay and should avoid people whose overriding priority is money.
Harvard Business Review
DECEMBER 17, 2013
To facilitate a deeper dive into corporate governance in New Zealand, we administered the survey to a second wave of New Zealand directors between December 2012 and March 2013 to increase the sample size. But it is unlikely boards will be able to improve their companies’ talent management practices until they fix their own.
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