COVID-19- Impact on Corporate Governance
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Welsh Consultants Publishes- Though corporate governance may not be an obvious focus during a pandemic, it is during these testing periods that leadership and management structures are tested, exposed for their strengths or flaws, and remembered by stakeholders in the long-term. The current context requires companies to assess the immediate health, social and economic factors facing their immediate survival, without losing grip on their long-term prospects. It is a challenging array of competing issues to confront. This paper explores the context in detail. Author- Founder- Manish P
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COVID-19 — Managing executive pay and incentives in unce
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Managing executive
pay and incentives
in uncertain times
COVID-19 — Managing executive pay and incentives in uncertain times 2
In a matter of three months, COVID-19
has rapidly transformed from a local
virus outbreak to a global pandemic.
While the stress it has put on society
at large and healthcare systems
around the world is unprecedented,
it has also almost brought the global
economy to a grinding halt.
This slowdown is likely to be prolonged, and given the
scale and severity, businesses need to adapt quickly. In the
short term, organizations will need to adopt some cost-
containment measures, and rethink their cash flows and
working capital requirements.
An important piece of the jigsaw for organizations from
this perspective is remuneration. Often constituting one
of the largest “controllable” costs, organizations need to
undertake careful planning to retain, reward and motivate
employees through this crisis.
Extraordinary times demand extraordinary measures
In response to the COVID-19 crisis, several companies
in Singapore, and around the globe, are already
implementing executive pay reductions in the form of
salary freezes and voluntary pay cuts or reduction and
deferral of bonuses. These include Marriott, Lyft, BT,
Santader, Singtel, SATS, SP Group, Singapore Airlines and
Temasek Holdings, among others.
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the company’s bottom line is likely to be limited, such cuts
are critical from a leadership, perception and messaging
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The document discusses the importance of reputation resilience planning for businesses. It argues that reputation is an intangible asset determined by stakeholder perceptions, not owned by the organization. While operational resilience focuses on continuing operations during crises, reputation resilience requires sustaining positive stakeholder views. The Sony hack is used as an example of how a crisis can damage a company's reputation. The document advocates for integrating reputation risk management into overall risk processes to improve reputation competence across an organization. Navigating the COVID-19 crisis | Ensuring business sustainability
In these uncertain times, companies seek clarity on what could constitute a robust strategy to deal with short- to midterm implications (6–24 months) stemming from COVID-19.
Clodagh Presentation
The document discusses principles of wellness-focused design including total design through contemplation, cleansing, clarification and creation. It notes that everything is composed of five elements and good design appeals to all six senses. It outlines five design modalities used in wellness design: biophilia, biogeometry, chromatherapy, feng shui, and wabi sabi. It emphasizes creating experiences over just design and discusses wellness in the workplace and making the lines between home and away more blurred.
State of the Art Presentation Templates- Compilation 6
The document appears to be a mockup of a YouTube interface containing placeholder text and images. It includes sections for videos, playlists, channels, user profiles, subscriptions, trending topics and help/settings. There are also graphs and charts containing sample numeric data.
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Similar to COVID-19- Impact on Corporate Governance
ContinuitySA Client Chronicles 1st Quarter 2013 Newsletter
The document discusses Business Continuity Awareness Week (BCAW) hosted by ContinuitySA from March 18-22, 2013. It provides details on events during the week including breakfast talks on ISO22301 standards, webinars on various business continuity topics, and an eLearning course on Good Practice Guidelines. ContinuitySA is facilitating these free events to educate organizations on business continuity. The document also summarizes some presentations to be given during the week on topics like organizational resilience, business continuity issues, and backup strategies.
Financial Reporting Challenges and Implications from Covid-19.pdf
The COVID-19 pandemic has presented many challenges and uncertainties for organizations' financial reporting. It may impact areas like asset impairment, revenue recognition, penalties from cancelled contracts, and debt restructuring as businesses face declines in cash flows and operations. Proper impairment testing of inventory, goodwill and other assets is needed. Revenue patterns may change as some industries face returns and refunds. Debt modifications could impact liability measurement. Going concern assessments must consider post-reporting date events. Financial statement preparers must carefully evaluate all these implications.
2013 - Integrated and Sustainability Reporting
This document summarizes trends in sustainability and integrated reporting in 2013. Key points include: sustainability has become mainstream and boosts profits; companies are setting tough sustainability goals and reaping benefits from sustainability reporting; reporting is becoming more integrated across financial and non-financial metrics; and materiality or issues most important to investors are becoming a priority in reporting. Implementation of integrated reporting requires organizational change and will take 3-5 years for many companies.
Impact_of_COVID-19_on_the_Insurance_Sector.pdf
The document discusses the impact of COVID-19 on the insurance sector. It outlines key impacts such as reduced customer interactions due to lockdowns, economic pressures increasing policy lapses and cancellations, and reduced activity in lines like travel and events insurance. Insurers have responded by increasing digital services, providing payment deferrals, and reallocating resources. The pandemic may accelerate digital transformation and changes to products. Insurers face financial challenges from reduced premiums and investment volatility that could threaten profitability.
Managing Through the COVID-19 Crisis: A Guide for All Business Leaders
Strategic Value Partners (www.consultsvp.com) is a global management consulting firm. Strategy consulting, turnarounds, mergers, acquisitions, divestitures, and spin-offs are at the core of our service offerings.
We created this guide to assist all business leaders and welcome your questions, comments, and feedback. We will continue to update this guide periodically.
To access our full library of COVID-19 resources for business leaders, visit us at https://www.consultsvp.com/managing-through-the-covid19-crisis.
Perspectives M&A and COVID-19 Charting new horizons Recovery could .pdf
Perspectives M&A and COVID-19: Charting new horizons Recovery could rewrite the rules of
M&A As companies embark on the path to recovery, M&A is poised to have an outsized
influence in shaping the next normal. But in the aftermath of COVID-19, it is inevitable that deal
making will materially change to reflect the new priorities of a post-crisis world. Redefining
deal-making The post-COVID world will unleash structural and systemic changes and it is
widely expected that recovery will be highly asymmetric across regions and sectors. Most sectors
will reinvent themselves in order to thrive and many will use M&A to accelerate this
transformation. But as companies prepare for a new world with fundamentally reshaped
economies and societies, it is inevitable the deal making environment will also materially
change. Beyond traditional M&A, companies need to deploy a wide range of inorganic growth
strategies such as partnerships with their peers, co-investments with private equity, investment in
disruptive technologies, cross-sector alliances with specialists, and partnership with
governments. A combination of defensive and offensive M&A strategies should emerge as
companies strive to safeguard existing markets, accelerate recovery, and position themselves to
capture unassailable market leadership. Redefining M&A in terms of these scenarios and choices
will bring much needed clarity of purpose while confronting uncertainties. Defensive M&A The
impact of the COVID-19 pandemic has almost immediately propelled many companies into
survival mode. As a result, many companies will turn to M&A whether by choice or necessity
to safeguard their future. M&A to salvage value. Companies that have been severely impacted by
the crisis and are in a financially vulnerable position, will need to take decisive measures to
secure their survival. Some will turn to portfolio optimization to identify assets that lack strategic
fit and could be divested. Others will take radical actions including distressed asset sales to
salvage value from loss-generating divisions. M&A to safeguard markets to maintain
competitive parity. Companies where the impact has been less severe, will need to build financial
resilience by extracting deep synergies from recent deals. Many will consider alliances or co-
investment opportunities to reduce risk and capital outlay in their core business. Charting new
horizons The post-crisis M&A environment will be materially different. Corporate purpose that
intertwines sustainability with commercial success, resilience and building trust across a wide
coalition of stakeholders will be at the cornerstone of deal-making. Well-planned, bold moves
will cement lasting industry leadership and incontrovertible societal gain. (Source:
https://www2.deloitte.com/za/en/pages/about-deloitte/articles/charting-new-horizons.html//Date
Accessed 26th August 2021)
Question 2 (14 Marks) Give a critical account of Mergers and Acquisitions providing your own
examples..
Perspectives M&A and COVID-19 Charting new horizons Recovery could .pdf
Perspectives M&A and COVID-19: Charting new horizons Recovery could rewrite the rules of
M&A As companies embark on the path to recovery, M&A is poised to have an outsized
influence in shaping the next normal. But in the aftermath of COVID-19, it is inevitable that deal
making will materially change to reflect the new priorities of a post-crisis world. Redefining
deal-making The post-COVID world will unleash structural and systemic changes and it is
widely expected that recovery will be highly asymmetric across regions and sectors. Most sectors
will reinvent themselves in order to thrive and many will use M&A to accelerate this
transformation. But as companies prepare for a new world with fundamentally reshaped
economies and societies, it is inevitable the deal making environment will also materially
change. Beyond traditional M&A, companies need to deploy a wide range of inorganic growth
strategies such as partnerships with their peers, co-investments with private equity, investment in
disruptive technologies, cross-sector alliances with specialists, and partnership with
governments. A combination of defensive and offensive M&A strategies should emerge as
companies strive to safeguard existing markets, accelerate recovery, and position themselves to
capture unassailable market leadership. Redefining M&A in terms of these scenarios and choices
will bring much needed clarity of purpose while confronting uncertainties. Defensive M&A The
impact of the COVID-19 pandemic has almost immediately propelled many companies into
survival mode. As a result, many companies will turn to M&A whether by choice or necessity
to safeguard their future. M&A to salvage value. Companies that have been severely impacted by
the crisis and are in a financially vulnerable position, will need to take decisive measures to
secure their survival. Some will turn to portfolio optimization to identify assets that lack strategic
fit and could be divested. Others will take radical actions including distressed asset sales to
salvage value from loss-generating divisions. M&A to safeguard markets to maintain
competitive parity. Companies where the impact has been less severe, will need to build financial
resilience by extracting deep synergies from recent deals. Many will consider alliances or co-
investment opportunities to reduce risk and capital outlay in their core business. Charting new
horizons The post-crisis M&A environment will be materially different. Corporate purpose that
intertwines sustainability with commercial success, resilience and building trust across a wide
coalition of stakeholders will be at the cornerstone of deal-making. Well-planned, bold moves
will cement lasting industry leadership and incontrovertible societal gain. (Source:
https://www2.deloitte.com/za/en/pages/about-deloitte/articles/charting-new-horizons.html//Date
Accessed 26th August 2021)
Question 1 (6 Marks)
Examine in your own words how deal making will be redefined post-Covid-19 scenario..
Business Continuity Management-The Case for Return on Investment-white paper
Business Continuity Management-The Case for Return on Investment-white paperGreg Cybulski, CBCP, ARM
The document discusses how business continuity management (BCM) programs can provide both short-term and long-term return on investment (ROI) for organizations. It outlines the key components of a BCM program, including business impact analysis, risk assessment, emergency response planning, and governance processes. Examples are provided of how BCM planning helped organizations reduce risks and increase resilience during events like natural disasters. While some benefits are tangible and easy to quantify, others are intangible, but no less important to the overall ROI of a BCM program. Developing and implementing a full BCM program allows an organization to identify impacts, improve preparedness, and gain competitive advantages through operational resilience.Organizational and behaviour changes during a pandemic and challenges after C...
- Organizations have had to rapidly change how they operate during the COVID-19 pandemic, shifting to remote work and digital collaboration tools. Maintaining company culture during this significant change is important for employee experience and engagement.
- Companies are implementing strategies across an "influence model" with four quadrants to drive organizational change, including protecting core operations, innovating new ways of working, and motivating employees through meaning. This helps create an environment where thinking and behaviors align with needed changes.
- The pandemic is accelerating the shift to digital workplaces. Both employers and employees must balance professional and personal responsibilities in remote settings. Technology and maintaining social connections between remote staff will be important for success.
Report: Chambers New Norm - Adapting to Business Needs
The research summarised in this report sits as part of the 2021 Strategy Road Map laid out by the International Chamber of Commerce's World Chambers Federation (ICC WCF).
The Road Map highlights a number of key priorities for the WCF. These include greater alignment with the ICC, strengthening the brand of the WCF and chambers of commerce globally, and promoting better networking, knowledge sharing and innovation between chambers.
To address these priorities, the WCF outlined four initiatives on alignment, chamber’s brands, “Chamber 4.0”, and Chamber Connect. This report sits within the last of those, Chamber Connect, focused on improving global chambers collaboration and networking by creating and improving existing digital and physical platforms. This fourth initiative is being led by Cámara de Comercio de Bogotá and many of the insights in
this report build on those published earlier this year. To compliment those findings this report will
be shared across the chamber network to understand the actions chambers are currently taking in relation to COVID-19, share best practices and better serve the ecosystem, which can be used to highlight potential opportunities for greater collaboration. The report will further serve to support the development of content for the 12th World Chambers
Congress, due to be hosted in Dubai during November 2021.
Cii national summit 2015
Risk management is an important issue that every board should prioritize. Boards need to be aware of various risks companies face, including governance, critical enterprise, business expansion, business management, and emerging risks. It is important for boards to discuss risk management regularly to ensure risks are properly identified and managed. This includes evaluating risk appetite, how risks are incorporated into objectives and procedures, aggregating risk exposures, and assessing risk mitigation strategies. While audit committees often oversee risk management, other board committees should also consider risks in their areas and provide relevant information to help the board understand the full risk profile of the company.
Article quality growth and sustainability
This document discusses Quality Growth at a Reasonable Price (Quality GARP) investing. It notes that Quality GARP portfolios tend to avoid companies that are laggards in managing environmental, social and governance issues, demonstrating lower associated risks. Quality GARP investing favors companies with sound business practices and an ability to deliver strong long-term earnings growth, often found in less cyclical sectors. The approach also tends to have a structural bias away from resource-intensive industries due to sustainability concerns increasingly being interwoven with fundamental business issues.
New Risk Management Paradigm for Not-For-Profits
The document discusses the new risk paradigm for not-for-profit organizations. It explains that not-for-profits now face greater risks due to increased competition, demands from consumers and funders, and contracts that pay based on outcomes rather than services provided. This requires not-for-profits to take a more strategic, integrated approach to risk management. Senior management must ensure risks are identified and measured, risk exposures are appropriate and aligned with objectives, and the organization is dynamic and can respond to changes. An effective risk culture must also be established where risk management is embedded in decision-making and oversight at all levels.
Business Continuity Emerging Trends - DRIE Atlantic - Summary
Summary document for DRIE Atlantic presentation held on May 19, 2021 on the topic of Business Continuity Emerging Trends – Absorbing & Adapting In A Changing Environment.
Speaker: Marie Lavoie Dufort
Host: Emad Aziz
Perspectives MampA and COVID19 Charting new horizons Rec.pdf
Perspectives M&A and COVID-19: Charting new horizons Recovery could rewrite the rules of
M&A As companies embark on the path to recovery, M&A is poised to have an outsized influence
in shaping the next normal. But in the aftermath of COVID-19, it is inevitable that deal making will
materially change to reflect the new priorities of a post-crisis world. Redefining deal-making The
post-COVID world will unleash structural and systemic changes and it is widely expected that
recovery will be highly asymmetric across regions and sectors. Most sectors will reinvent
themselves in order to thrive and many will use M&A to accelerate this transformation. But as
companies prepare for a new world with fundamentally reshaped economies and societies, it is
inevitable the deal making environment will also materially change. Beyond traditional M&A,
companies need to deploy a wide range of inorganic growth strategies such as partnerships with
their peers, co-investments with private equity, investment in disruptive technologies, cross-sector
alliances with specialists, and partnership with governments. A combination of defensive and
offensive M&A strategies should emerge as companies strive to safeguard existing markets,
accelerate recovery, and position themselves to capture unassailable market leadership.
Redefining M&A in terms of these scenarios and choices will bring much needed clarity of purpose
while confronting uncertainties. Defensive M&A The impact of the COVID-19 pandemic has almost
immediately propelled many companies into survival mode. As a result, many companies will turn
to M&A whether by choice or necessity to safeguard their future. M&A to salvage value.
Companies that have been severely impacted by the crisis and are in a financially vulnerable
position, will need to take decisive measures to secure their survival. Some will turn to portfolio
optimization to identify assets that lack strategic fit and could be divested. Others will take radical
actions including distressed asset sales to salvage value from loss-generating divisions. M&A to
safeguard markets to maintain competitive parity. Companies where the impact has been less
severe, will need to build financial resilience by extracting deep synergies from recent deals. Many
will consider alliances or co-investment opportunities to reduce risk and capital outlay in their core
business. Charting new horizons The post-crisis M&A environment will be materially different.
Corporate purpose that intertwines sustainability with commercial success, resilience and building
trust across a wide coalition of stakeholders will be at the cornerstone of deal-making. Well-
planned, bold moves will cement lasting industry leadership and incontrovertible societal gain.
Give a critical account of Mergers and Acquisitions providing your own examples.
must be 50 points for 50 marks.
Financial Leadership in a Post-Pandemic World.pdf
The coronavirus disease (COVID-19) pandemic has left an indelible mark on the global business environment. As businesses grapple with unprecedented challenges, chief financial officers (CFOs) have emerged to play a critical role in navigating the financial turmoil and charting a path to recovery.
Diversity Wins How Inclusion Matters
This report finds that the business case for diversity and inclusion is stronger than ever, but overall progress has been slow. While most companies have made little progress increasing diversity, about a third have significantly improved gender and ethnic diversity in leadership. These "diversity winners" take bold, systematic actions on inclusion. Analysis of employee reviews showed inclusion lagging behind diversity efforts - employees noted pain points around fair treatment, bias-free work, and inclusive leadership. The report argues that focusing only on representation without inclusion risks reversing gains and missing opportunities for innovation.
Operation risk management in Private Equity firms
This document provides an overview of operational risk management strategies for private equity firms. It discusses key operational risks such as cyber risks, compliance and misconduct risks, outsourcing risks, and crisis management. For each risk, the document outlines frameworks and examples of how private equity firms can mitigate exposure. It also includes case studies of operational crises at UBS Bank and Chipotle to demonstrate best practices for crisis response. The overall summary emphasizes that private equity firms should have robust risk management plans in place to prevent issues and protect their reputation and financial performance.
Reputation_The Missing Piece in Resiliency Planning, Part 1, by Linda Locke 2015
Reputation_The Missing Piece in Resiliency Planning, Part 1, by Linda Locke 2015Linda Locke Reputation Strategist
The document discusses the importance of reputation resilience planning for businesses. It argues that reputation is an intangible asset determined by stakeholder perceptions, not owned by the organization. While operational resilience focuses on continuing operations during crises, reputation resilience requires sustaining positive stakeholder views. The Sony hack is used as an example of how a crisis can damage a company's reputation. The document advocates for integrating reputation risk management into overall risk processes to improve reputation competence across an organization. Navigating the COVID-19 crisis | Ensuring business sustainability
In these uncertain times, companies seek clarity on what could constitute a robust strategy to deal with short- to midterm implications (6–24 months) stemming from COVID-19.
Similar to COVID-19- Impact on Corporate Governance (20)
ContinuitySA Client Chronicles 1st Quarter 2013 Newsletter
ContinuitySA Client Chronicles 1st Quarter 2013 Newsletter
Financial Reporting Challenges and Implications from Covid-19.pdf
Financial Reporting Challenges and Implications from Covid-19.pdf
Managing Through the COVID-19 Crisis: A Guide for All Business Leaders
Managing Through the COVID-19 Crisis: A Guide for All Business Leaders
Perspectives M&A and COVID-19 Charting new horizons Recovery could .pdf
Perspectives M&A and COVID-19 Charting new horizons Recovery could .pdf
Perspectives M&A and COVID-19 Charting new horizons Recovery could .pdf
Perspectives M&A and COVID-19 Charting new horizons Recovery could .pdf
Business Continuity Management-The Case for Return on Investment-white paper
Business Continuity Management-The Case for Return on Investment-white paper
Organizational and behaviour changes during a pandemic and challenges after C...
Organizational and behaviour changes during a pandemic and challenges after C...
Report: Chambers New Norm - Adapting to Business Needs
Report: Chambers New Norm - Adapting to Business Needs
Business Continuity Emerging Trends - DRIE Atlantic - Summary
Business Continuity Emerging Trends - DRIE Atlantic - Summary
Perspectives MampA and COVID19 Charting new horizons Rec.pdf
Perspectives MampA and COVID19 Charting new horizons Rec.pdf
Reputation_The Missing Piece in Resiliency Planning, Part 1, by Linda Locke 2015
Reputation_The Missing Piece in Resiliency Planning, Part 1, by Linda Locke 2015
Navigating the COVID-19 crisis | Ensuring business sustainability
Navigating the COVID-19 crisis | Ensuring business sustainability
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Clodagh Presentation
The document discusses principles of wellness-focused design including total design through contemplation, cleansing, clarification and creation. It notes that everything is composed of five elements and good design appeals to all six senses. It outlines five design modalities used in wellness design: biophilia, biogeometry, chromatherapy, feng shui, and wabi sabi. It emphasizes creating experiences over just design and discusses wellness in the workplace and making the lines between home and away more blurred.
State of the Art Presentation Templates- Compilation 6
The document appears to be a mockup of a YouTube interface containing placeholder text and images. It includes sections for videos, playlists, channels, user profiles, subscriptions, trending topics and help/settings. There are also graphs and charts containing sample numeric data.
State of the Art Presentation Templates- Compilation 5
The document provides an overview of the Boy Scouts, including its history, membership numbers, age groups, programs, activities, and achievements. It discusses the Scout movement's origins in the early 1900s and growth over the decades. Charts and data show that Indonesia has the most Scouts with over 17 million, while the top 5 countries also include the US, India, Philippines, and Thailand. Different age groups and programs are outlined, along with popular activities like camping. Metrics illustrate the organization's goals and awards received.
Top 25 US Presidents
Historians surveyed by C-SPAN rated 43 US presidents on 10 leadership qualities. Abraham Lincoln was ranked the best president overall. The top 25 presidents are then described in the document, with 1-2 sentences provided on their background and the qualities they ranked highly in according to the survey, such as Lincoln's crisis leadership and vision. Other top presidents included Washington, FDR, Theodore Roosevelt, Eisenhower, and Obama. The document presents the top 25 presidents in order and briefly summarizes the key details about each one.
Board of Directors Diversity
Welsh Consultants publishes- Diversity in the boardroom has been a hot topic in recent years. Does the traditional boardroom of a fairly homogenous group of individuals really produce the most effective decisions and strategy for a company? Does such a boardroom have exposure to a wide enough range of perspectives to facilitate robust discussions of issues that arise? Is there something missing? Having the optimal mix of skills, expertise and experience is paramount to ensure that the board as a collective is equipped to guide the business and strategy of the company. Traditionally, boards recruit from C-suite executives. According to research, C-suite experience was found to be one of the top three desired board skills and experience in US public companies. While the experience from C-suite individuals is invaluable, it may be beneficial for boards to broaden their definition of “board-ready talent”. Business unit heads, regional leaders, academics, entrepreneurs, government leaders, and other non-C-suite executives can create a wider, more diverse pool with some very talented individuals that could bring interesting and insightful perspectives into the boardroom. This paper explores this subject in detail. Author, Founder- Manish P
Turnaround CEOs
Welsh Consultants publishes- Whether it’s running a multinational company or a family business, being the CEO requires a special set of skills. The demands are even greater for those taking the helm at a struggling company. A turnaround boss needs to have a clear action plan and goals, a realistic timeline, and the support of the company’s board and senior managers. Even the best strategy, however, needs to be accompanied by financial results, whether it’s greater market share, larger profits, a higher stock price, or preferably all three. Few can rival the success of Apple’s Steve Jobs, who returned to the company he founded, transforming it into the most profitable technology player in the world. So which CEOs have succeeded where others have not? Author, Founder- Manish P
Turnaround Strategies
Welsh Consultants publishes- Many firms today face with organizational declines at some point in their life cycles because of both external and internal factors. Most often organizations enter the state of decline when they fail to anticipate, recognize and adapt to external and internal pressures that threaten the organization’s existence. As one of the important factors leading firms to decline, crises represent a significant threat to firms’ high priority values and demand a time-pressured response. As an alternative response to the times of crisis, operating turnaround strategies are targeted to enhance a firm’schances of ending the threat and achieving sustainable performance recovery. Operating turnaround strategies can be defined as the set of consequential, directive decisions and actions aiming to reverse a declining business as quickly as possible through asset reduction, cost cutbacks and revenue generating The conceptual scope of this article is determined as examining operating turnaround strategy and its variants in a theoretical frame by reviewing literature. Author, Founder- Manish P
Best CEOs of Europe
Welsh Consultants publishes- Throughout the history of business, the failure or success of a company relies on many factors, not the least of which is the corporate savvy of the executive running the show. In recent times, many CEOs have come under fire for mismanagement of their corporations, while some have been applauded for successfully navigating a tough economy. With much controversy surrounding CEOs of today, the question stands: Who are the best European CEOs of all time? Institutional Investor ranked the continent's best CEOs, CFOs, and investor relations professionals across 31 industries for its 15th annual All-Europe Executive Team ranking of 2019. The magazine and research firm compiled votes from 1,900 research analysts from more than 700 companies. Here they are. Author, Founder- Manish P
Best CEOs of America
Welsh Consultants publishes- Throughout the history of business, the failure or success of a company relies on many factors, not the least of which is the corporate savvy of the executive running the show. In recent times, many CEOs have come under fire for mismanagement of their corporations, while some have been applauded for successfully navigating a tough economy. With much controversy surrounding CEOs of today, the question stands: Who are the best American CEOs of all time? Assembling a panel of professors from the top business schools around the country, a survey was done on the records of CEOs who best created (or destroyed) value, innovation, while possessing the best (or worst) management skills. From this, they’ve formulated a list of the 20 Best American CEOs of all time. Here they are. Author, Founder- Manish P
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The CEO Excellence Model
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1. Setting the Hierarchy of Goals & the Strategy
2. Aligning the Organization
3. Leading the Top Team
4. Working with the Board
5. Being the Face of the Company to its External Stakeholders
6. Managing one’s own Time and Energy.
This article explores the subject in detail. Author, Founder- Manish P
Transformational Leadership
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Charismatic Leadership
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COVID-19- Impact on Industrial Manufacturing
The COVID-19 pandemic is having a major financial and operational impact on the industrial manufacturing sector. Many manufacturing jobs cannot be done remotely, and slowed economic activity has reduced demand for industrial products globally. Plant closures and layoffs have already occurred as manufacturers struggle with declining revenues and demand. The crisis has also disrupted global supply chains. Manufacturers face continued pressure and uncertainty as the duration of the pandemic is unknown. They must take steps to ensure workforce safety, financial stability, and supply chain resilience to prepare for a prolonged recovery period.
COVID-19- Impact on Marketing Strategies
The appearance of coronavirus recently represents the most difficult pandemic that caused a big impact on various economic sectors worldwide. Governments have been enforcing different approaches to minimize the effect of COVID-19 on public health through lockdown procedures, restrictions on the movement of individuals, and practicing social distancing. These actions have affected most of the businesses as the purchase behaviours of consumers changed drastically which caused significant implications on profitability and the effectiveness of marketing practices. The main objective of this paper is to discuss the impact of COVID-19 on marketing strategies and actions of different organizations. In summary, several marketing actions have been influenced by the spread of COVID-19, such as corporate social responsibility (CSR), consumption pattern, advertising, marketing communication program, and supply chain.
COVID-19 The Impact on Globalization
Globalization has altered the way we live and earn a livelihood. Consequently, trade and travel have been recognized as significant determinants of the spread of disease. Additionally, the rise in urbanization and the closer integration of the world economy have facilitated global interconnectedness. Therefore, globalization has emerged as an essential mechanism of disease transmission. This paper aims to examine the potential impact of COVID-19 on globalization and global health in terms of mobility, trade, travel, and countries most impacted.
Sustainable Steel
Steel is a highly recyclable material that is used in many aspects of modern life and infrastructure. While steel production is energy intensive, improvements have reduced the energy needed by 50% in the last 30 years. Steel also plays an important role in renewable energy technologies and building more sustainable vehicles and cities. The steel industry invests heavily in research and partnerships to further improve production processes and develop new steels to meet future needs in a low-carbon manner.
The Future of Luxury Post COVID-19
Welsh Consultants examines the changes confronting Luxury offerings post COVID-19- No one could have predicted how much of a reset 2020 would be for luxury brands. Yet, we all had seen it coming: The need for luxury brands to do some introspection and adapt to remain relevant in a fast-changing cultural climate and modern context. In many ways, COVID-19 is acting as an accelerator of the inevitable— changes that were already underway — for luxury brands. Relevancy has become the new legacy — Luxury brands should deliver a timely and timeless form of meaningful value and empower expressions of individual identities. Luxury brands must lean in and transform themselves from a brand-centric, controlled and confidential model to a moretransparent, engaging and customer-centric organisation.We can’t know with absolute certainty what will happen in the aftermath of the pandemic, but “Elevated Essentialism” will be one of the key themes to take centre stage in 2021 and beyond. This paper examines and explores the subject in detail.
Real Estate Big Data- Benefits & Challenges
Welsh Consultants publishes- Big data has affected the way that organisations do business in every industry across the world, and real estate is no exception. Understanding the term ‘big data’ will help give context to how it helps in real estate analysis. Gartner’s explanation, circa 2001, is still considered the go-to definition: ‘Big data is high-volume, high-velocity and high-variety information assets that demand cost-effective, innovative forms of information processing that enable enhanced insights, superior decision-making, and effective process automation.’ This is often referred to as the ‘three Vs’ of big data. Essentially, big data is processing of large amounts of data, be it historic or real-time, and to which algorithms are applied to discover trends in user behaviour, predict future outcomes, or gain other business insights. The data sets can be structured or unstructured, and can be analysed to make precise and accurate business decisions. This paper reflects upon this in detail.
COVID-19- IMPACT ON THE MANUFACTURING & INDUSTRIAL SECTORS
Welsh Consultants examines- As we work through our new normal amidst this global pandemic, we have been forced to reconsider how we operate our businesses and daily lives. Any changes have ripple effects across our communities and local-economies.Change is needed to survive, and so we adapt. Crisis is the ultimate disruptor, change facilitator, and accelerant. Companies that were perhaps reluctant to embrace changes are now obligated to prepare and deliver new services. Innovations become abundant and creativity thrives. Areas like AI, Automation, IoT, and PropTech are areas we can’t ignore as we also explore a pandemic response strategy. The first question is: “Will the crisis prompt manufacturing companies to carry out a top- to-bottom review of their global supply chains with an eye towards reducing risks?” This paper examines the issue in detail.
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COVID-19- Impact on Corporate Governance
- 1. COVID-19-IMPACT ON CORPORATE GOVERNANCE 1 December 12, 2020 FOREWORD- THE CONTEXT Though corporate governance may not be an obvious focus during a pandemic, it is during these testing periods that leadership and management structures are tested, exposed for their strengths or flaws, and remembered by stakeholders in the long-term. The current context requires companies to assess the immediate health, social and economic factors facing their immediate survival, without losing grip on their long-term prospects. It is a challenging array of competing issues to confront. Though some ESG (Environmental, Social and Governance) issues are not front of mind for steering through this pandemic, the ‘G’ in ESG is a vital ingredient to coming out the other side strongly. In the short term, poor governance structures are likely to be exposed during such periods of crisis, while well-governed companies will act more decisively to contain its impacts and provide much-needed transparency and consistency to their stakeholders. In the long-term, the capacity for a company to effectively and appropriately manage and navigate its way through this pandemic will be remembered by its investors and clients. Crises been and gone have been the ‘make or break’ moment of many companies throughout the course of history. The most critical considerations are as follows: Capital Management Financial prudence is a necessary outcome of the current situation. We aim to work with our companies to ensure that financial resources are appropriately allocated to stakeholder management and balance sheet and business resilience. The appropriateness of planned activities such as dividends and share buybacks must be carefully weighed against this near-term necessity. COVID-19 has prompted changes to workforces and shareholder experience, which is leading to discussion and actions around remuneration schemes, including those of executives. There are a number of examples of reductions in executive remuneration in recognition of the changed environment. Changes in pay ratios of executives to average workforce and/ or adjustments to equity compensation plans, among other remuneration features, are likely to come under heightened scrutiny. Increased interest of shareholders in remuneration proposals over the coming year is anticipated.
- 2. COVID-19-IMPACT ON CORPORATE GOVERNANCE 2 December 12, 2020 Broad Structure & Oversight The COVID-19 crisis has also given weight to the case for assessing the diversity and capacity of boards and those who hold board positions respectively. Given the average demographic of those most likely to be impacted by the virus- namely older males- the continuity and diversity of boards and executive teams may be increasingly called into question. Furthermore, busy directors who serve on multiple boards may have constrained capacity to provide adequate oversight at such a critical time. What is required is that we are engaging with our investee companies to ensure that governance and oversight processes are still functioning effectively and with robust meeting attendance rates, with clear succession planning a critical priority. Risk Management COVID-19 has undoubtedly uncovered a widespread lack of stress-testing and deficiencies in disaster preparedness and scenario planning, which is reflected in the number of emergency capital raisings occurring at present and the pausing of planned growth projects- particularly in the resources sector. Going forward, it is anticipated that there will be far more scrutiny over a company’s risk management, crisis management and business continuity planning. Companies will be expected to disclose more details on their risk management frameworks and undertake rigorous stress testing, preferably aligned to international best practice standards such as ISO31000, as well as to maintain strong board-level risk management experience. Cyber Security Cyber security has been a growing threat across all industries in recent years and for which companies have varied levels of preparedness. The need for social distancing and rapid shift to the work-from-home economy has exponentially increased our reliance on the internet, and in turn raised our vulnerability to cyber-crime. We have been engaging with companies for some time already on having the appropriate cyber governance structures and risk management frameworks in place. Companies that have invested in shoring up their cyber defences will be more resilient in the current paradigm than those facing severe risk of major cyber disruptions to their operations.