How prepared an organization is to detect, respond and recover from a cyber attack will determine its resilience following the inevitable data or security breach it will suffer some day. Are you preapred for the inevitable?
A cyber security governance framework contains a set of management tools, a comprehensive risk management approach and, more importantly, an organization-wide security awareness program that weaves into your organization’s key systems and processes from end to end.
With the ongoing proliferation of sophisticated malware, data security breaches and ransomware attacks are an increasingly common experience for organizations worldwide. To meet this challenge, developing and implementing a cyber security strategy must become a priority in the Boardroom.
The need for Boardroom leadership and oversight of cyber security has increased sharply in recent years yet governance processes have not kept pace. Cyber security must rise on the executive agenda if our organizations have a chance of keeping valuable assets from prying eyes.
When you see the results of these successful nonprofit organizations, you are seeing the extraordinary work of conscious leaders. The leadership qualities of the chief executive can have a profound effect on the ability of a nonprofit organization to perform effectively.
Reasonable people can disagree on important issues. But what do you do if you firmly believe the consensus decision is wrong and that the Board is veering toward a decision that could be extremely damaging?
What do you do when a new Director is not performing to the standard expected of them? Whether this Director was tapped on the shoulder or was the successful applicant, ongoing performance should be non-negotiable.
Action planning should be viewed as the architecture of your strategic goal setting. Without a realistic set of incremental steps, overarching strategies are not likely to form in the way you would like (if at all).
In a recent study, less than half the nonprofit CEOs surveyed said they did not have an adequate succession planning process in place. If building a board leadership pipeline is among the most important areas for board improvement, why does it routinely fail to take priority?
Cultivating what it means to be a conscious leader is not a deception, pretense or a performance. It is a deliberate choice about how you choose to live and about how you choose to be a leader at work and in your life.
If decision making around the Board room is likely to recede into the weeds its productivity and effectiveness is greatly diluted. The Board induction program is the first and greatest opportunity to set personal expectations from the beginning of a Director’s tenure.
“In camera” is a Latin term which can be understood to mean an "in private" session in this context. It involves a confidential meeting, or a portion of a meeting, taking place with only Board members present.
The role of scenario planning is crucial for any business – it opens a constructive space with which to index all the environmental risks which could disrupt your organization, and discuss how your resources could be allocated to minimize their impact should they play out.
Why do some companies succeed in creating new markets while others fail?This question has driven the work of W. Chan Kim and Renée Mauborgne over the past ten years and led them to conceptualize a framework for business innovation and success: Blue Ocean Strategy.
The primary reason driving most mergers is to gain some type of advantage or to stave off some sort of disaster. The only way organizations can decide if a merger makes sense is to evaluate whether it significantly advances their vision and strategic objectives. Since these strategies are, presumably, designed to increase the ability of the organization to deliver against its vision, their accomplishment should, by definition, increase profitability.
This commonly accepted business practice tends to compel people to believe that they need to cut costs to improve revenue and profit, making expenses the focus of the business strategy, not revenue generation. This often leads management to make decisions that actually harm the organization.
One of the key assets of any nonprofit organization is its CEO (or MD, EO, GM, Coordinator or any other title that represents the chief staff leader). A primary reason many great CEOs choose to leave their organization is due to poor handling of their performance management by the Board, or sometimes not at all.
On the one hand, Directors have the right to access everything that goes on in the organisation (with some exceptions mainly related to privacy laws), as in the end, the Director is ultimately responsible.