News

  • The Potential of Big Data Analytics is Significant

    by Melisa Machado | Jul 21, 2016
    Is value creation from Big Data analytics a contradiction? From Richard's experience overseeing data analytic projects in the U.S. and Canada over the last 15 years, he believes there are many critical things to consider to drive value from such analytics. This article identifies several reasons why Big Data analytics projects fail and why others succeed. In the near future the companies that get this right will leverage Big Data analytics to gain powerful competitive advantage.
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  • Innovation Governance: How Proactive is Your Board?

    by Melisa Machado | Jul 21, 2016
    All global business and technology trends point in the same direction: there is a need for more proactive and farsighted management of innovation. Innovation for business reinforcement and growth, and transformation in particular, are, of course, the prime responsibility of top management. Innovation governance—a holistic approach to steering, promoting and sustaining innovation—is thus becoming a new management imperative. Jean-Philippe Deschamps, emeritus Professor of Technology and Innovation Management at IMD, highlights ten good-practice questions that one should ask.
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  • Cybersecurity and the Evolving Role of Boards

    by Melisa Machado | Jul 21, 2016
    At a time when the theft of customer information often leads to executive-level shake-ups, boards are taking a greater role in evaluating the adequacy of their organizations’ cybersecurity. But many boards have yet to apply the same level of scrutiny to their own security."
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  • Are You Advancing Your Board Diversity Mandate

    by Ashley Peeling | Jul 21, 2016
    The OSC “comply or explain” disclosure rules for TSX-listed companies presents an opportunity to build stronger boards through change. Using diversity as a strategic opportunity for board building, boards can help advance their board diversity mandate by asking themselves these 10 questions.
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  • Governance Insights with Michael Bassett

    by Melisa Machado | Jul 21, 2016
    Regulators around the world have issued clear and repeated guidance that boards should strive for complete director independence. On the surface, it is easy to agree that directors that are not enmeshed in the corporation's culture and operations would be able to provide the necessary outside perspective to serve as excellent directors. However, as with many things (and regulations in particular) there are some pretty significant unintended consequences of the drive for director independence.
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  • The Directors College Profiles—Summer 2016

    by Ashley Peeling | Jul 21, 2016
    View the featured Alumni and Faculty profiles for Summer 2016 edition.
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  • Disruption in the Boardroom: Insights From Around the World

    by Ashley Peeling | Jul 21, 2016
    What are boardrooms around the world focused on, and what does disruption in the boardroom look like on a global level? Those were the questions EY partnered with the Financial Times to answer. Building on years of collaboration in the US, the EY Center for Board Matters was the exclusive global sponsor of the recent Financial Times Outstanding Directors Exchange (ODX) International Roundtable series, spanning six global markets: Mumbai, Singapore, Hong Kong, Shanghai, Paris and London. The theme – Disruption in the Boardroom – formed the basis of each meeting.
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  • Governance Insights with Michael Bassett

    by Kathleen McGuire | May 24, 2016
    Given today’s economic situation, Canadian companies can see an increase in opportunities for merger and acquisitions (M&A) initiatives. M&As are often one of the most crucial engagements for board of directors. However, recent research shows that only 2 per cent of publicly traded companies analyzed reported having a M&A committee. What should the board do to ensure their preparedness for potential mergers and acquisitions?
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  • 2016 Proxy Season Preview: A Focus on the Long Term

    by Kathleen McGuire | May 24, 2016
    Heading into the 2016 proxy season, investors are focused on supporting long-term, sustainable corporate strategies amid concerns about short termism in the market. As hedge fund activism continues and stock buybacks come under increased scrutiny, many investors are questioning whether boards are sufficiently focused on the long term. At the same time, some investors are increasingly integrating company strategy into their perspectives on governance. Corporate environmental and social practices are also coming into the spotlight, and the push for proxy access and board diversity continues.
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  • The Directors College Profiles—Spring 2016

    by Kathleen McGuire | May 24, 2016
    View the featured Alumni and Faculty profiles for Spring 2016 edition.
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