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  • Client Story

    April 1, 2021
    At a time when the healthcare industry is rapidly changing and evolving to address the unprecedented challenges brought by the COVID-19 pandemic, enhancing patient care, reducing the length of hospital stays, improving productivity and creating safer environments has never been more critical. Rapid digital advancements fueling IoT medical device connectivity are now revolutionising treatment and…
  • Newsletter

    November 8, 2023
    In these disruptive times, how should boards discharge their duty of care and duty of oversight with respect to risk when the models to follow aren’t clear? Is the board’s risk oversight process fit for purpose in today’s dynamic environment?Board engagement with risk and how it is managed has been a topic of interest for many years. While risk has always been present in every business, the…
  • Newsletter

    May 8, 2024
    Whether an acquisition is a stand-alone, complementary entity or an integration, the due diligence process is undergoing a paradigm shift due to the higher cost of funding and the impact of failed transactions. Boards should expect a more aggressive focus on due diligence.How has the due diligence process changed in recent years? For sure, the complexity of certain topics, such as environmental…
  • Newsletter

    March 23, 2020
    In a crisis, clear thinking is needed in the boardroom. The unprecedented nature of the COVID-19 pandemic has set in motion one of the most abrupt disruptions in decades, leaving organisations reeling with uncertainty as fear spreads faster than the virus itself. The Coronavirus Disease 2019 (COVID-19) crisis could very well present the ultimate test of resiliency — for leading companies in…
  • Newsletter

    April 17, 2020
    The discussion below is a more complete coverage, including examples, of the topic addressed in Issue 127 of Board Perspectives: Risk Oversight and on NACD/BoardTalk.The global COVID-19 pandemic is a different experience from other catastrophic events like the September 11, 2001 attacks and the 2007-2008 global financial crisis. It is spawning new thinking in all quarters,…
  • Newsletter

    May 19, 2020
    This issue of The Bulletin is the second of our two-part discussion of the challenge in finding equilibrium in these uncertain times. In Part 1, we discussed the attributes and actions needed to find equilibrium in the likely phased transition from the coronavirus disease 2019 (COVID-19) lockdown.[1] Given that a period of ongoing change will follow the lockdown, equilibrium means…
  • Client Story

    March 27, 2020
    For one global biopharmaceutical company, the ability to access vital data when and where it’s needed can affect more than just performance — it can impact the ability to save lives. This industry leader develops, manufactures and distributes breakthrough medical therapies to treat patients with serious and life-threatening medical conditions. The company conducts clinical trials to better…
  • Flash Report

    March 5, 2021
    March 4, 2021 - On February 24, 2021, Allison Herren Lee, acting chair of the U.S. Securities and Exchange Commission (SEC), issued a statement directing the SEC’s Division of Corporation Finance to review climate-related disclosures in public company filings and determine the extent to which companies are addressing the topics identified in “Commission Guidance Regarding Disclosure Related to…
  • Whitepaper

    September 20, 2019
    Background Global and regional regulatory authorities are increasingly requiring their regulated entities to broaden the spectrum of information disclosures. For companies listed on the Stock Exchange of Hong Kong (HKEX), environmental, social and governance (ESG) reporting is one of the latest additions to these information disclosures. HKEX recently issued a consultation paper, "Review…
  • Client Story

    May 26, 2023
    A global specialty insurance organisation had been growing rapidly through a roll-up strategy to position itself for an initial public offering (IPO). The acquisitions created multiple underwriting and policy management processes and systems that were hindering operational efficiency. Executive leadership understood that to achieve the highest equity valuation possible it would need to…
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