As companies try to return to normal business, they will also have another concern to protect themselves from: Lawsuits. From healthcare, to cruise lines to insurance, most industries will have to deal with an onslaught of litigation from customers, partners and investors.
Even as companies tip-toe back to full operations again, the threat of a second wave of Covid-19 spread remains high. Boards must use this window to make changes, in case the impact of the second wave is higher than the first.
Boards must prepare for when things begin returning to normal again. How a company bounces back from this devastation could determine its survival.
In the fallout of COVID-19, technology has become the one sector that has uniquely benefited from the isolated workforce and the need for novel medicine. But the reliance on tech, medical technology and biotechnology in this uncertain time has provided opportunities for non-tech firms to unite with tech and medical leaders as well.
The COVID-19 crisis left organizations in a tough spot. How boards reacted in the face of this pressure may leave them liable, according to recent situations with similar outbreaks and illnesses.
Chipotle Mexican Grill informed shareholders that it would reduce the size of the board by three directors when it announced its founder was stepping away from the company. In what situations does a reduced board make sense? It depends on the complexity of the business — but oftentimes, slimmer works better.
The cost of epidemics is expected to rise by $23.5 trillion over the next 30 years, as the rates of the such illnesses increase. The coronavirus has shown that such an epidemic halts business and can impact all parts of the company, from the supply chain to how employees work.
JPMorgan Chase & Co. announced that Chairman and CEO Jamie Dimon had to undergo emergency heart surgery. An emergency medical situation – or worse – impacting the person in the CEO role can forever damage a company, a scare that no board wants to deal with. But they can prepare, just in case.
For many years, director compensation was overshadowed by executive pay. But due to recent litigation, more shareholders and oversight organizations keep a close eye on the decisions made by your compensation committee. Without a clear pay growth strategy, then the company risks financial and public backlash.
The CBOE sought to prevent high frequency traders from profiting off of stale prices by adding a 4-milisecond delay in certain trades within an exchange. The SEC denied the request, potentially slowing the push for similar initiatives.