Last week, a McKinsey Global Institute report told us something obvious, and something less obvious. Both are worth the attention of any company, large or small, with a global business—and for those hoping to build one.
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Should decisions within a company be radical or incremental? Often framed as a binary issue, the decision is never that simple. When management decides to implement a change, it is critical to effectively communicate to stakeholders what is being achieved in the short vs the long term.
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Like the Panama Papers, the Paradise Papers give a rare glimpse into the murky, secretive world of offshore tax havens and shell companies owned by the mega-rich.
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“Transparency” is a buzzword that crops up at almost every financial industry conference. But for all the promising talk, the U.K.’s Financial Conduct Authority (FCA) believes that improvements in the asset management industry’s governance and fee structures have yet to be realized.
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Are we entering an era where we need to be concerned about institutional illegitimacy? If the answer is yes, or even close to it, what does this mean for how organizations should conduct themselves in civil society?
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When is it time to go? Chief Executive Officers, and their boards, think about this question far more than most people would probably believe.
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Is brotherly love a “personal benefit”? One case decided by the U.S. Supreme Court ruled on just that.
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Is the work of a public relations agency covered by attorney-client privilege?
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What this means is clear and present: a biting reminder that organizations, public or private, of any structure or legal domicile, are newly vulnerable.
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