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.
The healthcare industry has been a fountain of dealmaking lately. Companies wanting to make acquisitions or sell businesses this year should learn from the experts.
Investors are asking more about a company’s workforce, and companies may be forced to tell them. Last fall, the U.S. Securities and Exchange Commission proposed several changes to disclosure requirements for public companies, among them a provision to enhance disclosure about “human capital.” The rule has not been finalized.
Clayton Christensen, the author of the ground-breaking book “The Innovator’s Dilemma,” died recently at the age of 67. Thanks in part to him, almost no one thinks that companies are future-proof anymore.
Corporate boards must guide the CEO’s professional development and performance. Doing so is at the heart of the board’s stewardship role and critical to strategy-setting and execution.
Equifax became the poster child for cybersecurity disasters when hackers breached its systems in 2017, exposing the Social Security numbers of 146 million people, about half the U.S. population. Not only did its CEO and senior executives lose their jobs, the company paid a settlement with multiple agencies as high as $700 million.
Accounting missteps can reverberate throughout an organization. Mike Shmerling, chairman of Clearbrook Holdings, and Tony Klaich, Managing Partner at Crowe, discuss ways senior leadership can prevent mayhem.
Kison Patel, the CEO of software company DealRoom, remembers working for a private equity firm trying to do a deal not long ago. His firm bombarded the target company with requests for information — including repetitive requests for the same information, often in Excel spreadsheets. Eventually, the seller got fed up and walked away.
Is the United States ready for “private techquity”? That’s the name a consulting company gave to the adoption of technology in private equity, including machine learning and data-heavy databases.
Companies have embraced diversity as a way to enhance dialogue, broaden thinking, better represent customer perspectives and drive innovation.