People meeting in office

Perspectives

‘NACD Directorship’ magazine articles

Recently published board-relevant perspective

Deloitte leaders share insights on the challenging, emerging topics faced by today’s board members as published in the ‘NACD Directorship' magazine.

Amplify DE&I strategy through supplier partnerships

March/April 2021

Understanding the impact of diversity, equity, and inclusion (DE&I) on talent is a growing priority in American boardrooms. As boards oversee DE&I strategies, consideration should be given to monitoring how DE&I is amplified in the broader ecosystem of external stakeholders, such as suppliers. This involves understanding how the organization engages with not only diverse suppliers, including enterprises that are at least 51 percent owned and operated by small businesses, minorities, women, and other groups such as LGBTQ+, veterans, and people with disabilities, but also all suppliers on their DE&I agendas.

The top emerging technology trends for 2021

January/February 2021

Most organizations have faced the need for large-scale transformation in the wake of uncertain economic and social conditions. While some companies have struggled to adapt, others have effectively altered their DNA to work in smarter ways and drive innovation. According to a recent Fortune/Deloitte CEO survey, the current environment has fast-tracked digital initiatives that were set to begin or already underway, with 85 percent of CEOs agreeing that the pandemic has significantly accelerated digital transformation—up from 77 percent in June 2020. If technology today is a source of competitive advantage for some organizations and a threat to ongoing survival for others, boards need to better understand the macro technological forces that form the backbone of innovation and transformation, and take a more active, strategic approach to influencing technology decisions for the long-term health of their organization. Here are a few of the issues boards should pay attention to in 2021 and beyond.

Strengthening board M&A oversight in an uncertain time

December 2020

Among the matters that have the greatest relevance to the long-term success of a company is its strategy for mergers and acquisitions (M&A). Executive leadership must have the right skills to develop the strategy, pursue the deals, and execute when the time comes. Boards must fulfill their role in overseeing and guiding management’s M&A pursuits—ensuring that management stays aligned with the strategy, conducts effective diligence, and actively guides value-creation efforts through completion.

Rethinking the future of privacy

December 2020

Prior to the effective date of the European Union’s General Data Protection Regulation (GDPR)1, privacy was largely viewed as a “compliance” exercise, with the ramifications for a lack of “compliance” rarely, if ever, necessitating board-level attention. But when the GDPR became effective, the role of the board in consumer privacy changed significantly, whether you were a European Union-based company or not. In what seemed like the blink of an eye, the impacts of noncompliance suddenly mattered and could not be ignored. The privacy world hasn’t been the same since, and it may never be the same again.

How boards can support the black workforce

November/December 2020

As individuals reflect on their roles in perpetuating systems of racial injustice, they’re calling on organizations to do the same. This has created a special moment in history for boards and executive leadership as they respond to demands for addressing workforce inequities and bolstering broader diversity, equity, and inclusion (DE&I) programs. To address these issues internally, boards and executive leaders may want to focus on the four following actions: listen, engage, acknowledge, and do.

Today’s boards need modern workforce metrics

October 2020

Workforce strategies have been evolving for decades to meet the demands of the future of work—from empowering people to work productively with technology, to creating lasting value for themselves, their organizations, and society at large. Yet the governance of those workforce strategies has not kept pace.

Look beyond titles when recruiting directors

September/October 2020

Landmark events of 2020 have ignited a consciousness of systemic racism and social injustice that has heightened and sharpened focus on diversifying the workforce at all levels of the corporation—including the board. However, turning intention to increase diversity of gender, race, and ethnicity into action is where some boards may struggle.

Green teal light circle

Board inclusion framework: Enabling boards to govern inclusively

August 2020

Diversity and inclusion are central to Deloitte’s values and are embedded in the firm’s culture as core competencies for leadership. Our experience has shown us that to engage diverse talent, build inclusive leaders, and foster an innovative, courageous, and equitable culture, we must start at the top. Boards have a responsibility to lead the way.

Respond, recover, and thrive beyond COVID-19

July/August 2020

The COVID-19 pandemic may be one of the most consequential events in our lives, and additional social unrest has only brought more complexity and urgency for leaders. Just as many members of the “greatest generation” felt the impact of the Great Depression and the Second World War long after, those living through these turbulent times will feel the aftereffects for many years, if not decades, to come. The same can be said for businesses around the globe. All industries—even those that remain successful through these unprecedented events—will be dealing with the repercussions for the foreseeable future. While it is impossible to know what COVID-19 and recent social unrest will leave in their wake, companies, with the oversight of their boards, must take action to move beyond merely responding to these events and toward recovering and eventually thriving.

Keeping culture top of mind in the boardroom

May/June 2020

COVID-19 and the challenges of managing a displaced workforce are highlighting the importance of board oversight of corporate culture. Despite the competing demands for directors’ attention, the importance of governing culture has not diminished. If anything, it is more important than ever. A strong corporate culture provides the foundation for business resiliency, allowing a company to better respond to disruption and support its employees in a time of uncertainty. It also provides a framework for protecting critical assets, including reputation, intellectual property, and talent, so that the organization can rebound more quickly.

blue circles

How to create a board culture of inclusion

March/April 2020

Diversity brings many different dimensions of value to organizations operating in an increasingly complex environment. From increased creativity to stronger governance and improved problem-solving abilities, diversity equates to better business outcomes. From a governance perspective, we’ve seen anemic progress in diverse representation. For instance, in the Fortune 500, women hold just under 23 percent of board seats and minority men hold below 12 percent. And, when it comes to diversity of experience, director recruitment continues to prioritize classic skills such as executive leadership and finance over deep entrepreneurial talent and technology experience.

Back to top

red swirls

Harness the power of ESG transparency

January/February 2020

Sustainability is going mainstream. The number of S&P 500 companies publishing some form of sustainability disclosure increased from 20 percent in 2011 to 86 percent in 2018, according to data from the Governance & Accountability Institute. Furthermore, the Investor Responsibility Research Center Institute found that 40 percent of the S&P 500 now voluntarily address some aspect of sustainability in financial filings. Companies are also recognizing that simply providing data may not go far enough for investors; accordingly, 36 percent of S&P 500 companies now obtain assurance on select environmental, social, and governance (ESG) information in their sustainability reports, and three percent obtain assurance on sustainability reports as a whole.

Back to top

orange, magenta, and blue light ring

The tech-savvy necessity: Preparing the board to go beyond the digital frontier

January/February 2020

Technology governance and oversight in the boardroom, in recent years, has largely reinforced the necessity to defensively protect and preserve an organization and its assets. Increasingly, boards are shifting the tech focus to understand how technology can also be leveraged offensively to create and enable new opportunities, business models, and revenue sources. As a result, many board members are seeking to understand the business impact of emerging technology trends to better exercise oversight without stepping into management’s role—in other words, keeping their "fingers in and noses out."

Back to top

Archived Editions