Alex Moll

Most Boards have not told risk or IA what they need from them. Why? Because most boards have not defined BOARD PURPOSE. See AUTHOR NOTE. I asked Chat GPT: Should boards define BOARD PURPOSE in terms of outcomes investors/stakeholders should expect? Yes, boards should clearly define the purpose of the board in terms of outcomes investors/stakeholders can expect. This clarity helps align board activities with shareholder expectations and enhances trust, accountability, and transparency. A well-defined purpose ensures that the board operates with a clear focus on delivering long-term value and managing risks effectively. Why Defining the Purpose in Investor Terms is Essential Alignment with Investor Interests: Investors want to understand how the board’s actions contribute to the company’s strategic goals, financial performance, and overall value creation. A clear purpose bridges the gap between corporate governance and shareholder expectations. Accountability: Defining outcomes allows investors to measure the board’s effectiveness and success. It establishes benchmarks for evaluating the board’s performance. Transparency: Investors value clarity regarding how the board prioritizes financial stability, growth, ESG (Environmental, Social, and Governance) considerations, and risk management. Stakeholder Trust: Clearly articulated outcomes reinforce stakeholder confidence in the board’s ability to drive sustainable success. Guidance for Decision-Making: A clear purpose helps the board prioritize decisions that align with long-term investor value over short-term gains. What do I think optimal BOARD PURPOSE should be? Board ensures company has clear PURPOSE and supporting MISSION CRITICAL OBJECTIVES, including ESG objectives, if any. Board ensures management pursues entity PURPOSE and MISSION CRITICAL OBJECTIVES effectively, WHILE OPERATING WITH A LEVEL OF RISK/UNCERTAINTY ACCEPTABLE TO THE BOARD. BOARD PURPOSE above naturally leads to PURPOSE of risk/IA: Ensure MGMT/CEO/board have reliable/timely information on risk/uncertainty linked to MISSION CRITICAL OBJECTIVES to help them make decisions on acceptability of risk/uncertainty and improve performance. My research indicates many boards, risk, or internal audit have NOT clearly defined their PURPOSE. COSO/NACD/PwC working on first US Governance Code/guidance scheduled for release this year could help fix this huge global problem.

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By asking and answering the right questions, PE firms can better ensure they have a leader in place who can drive value and push the company toward a successful exit. Here are four key themes to consider: https://lnkd.in/gMTuee6X

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As a trusted expert in Board of Directors compensation, Mercer can help boards think through the right compensation structures for these committees to account for workload and criticality to the business. Find out more about we can help your organization today. #compensation #governance #FutureofWork

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"I don't think systems thinking can ever replace the experience or knowledge of context that a leader or a decision-maker has, but I do think it can help their thinking." https://lnkd.in/eER3_rcR Listen to Dr Mike C Jackson OBE, Emeritus Professor of Management Systems at the Hull University Business School, as he discusses his new book, Critical Systems Thinking - A Practitioners Guide, with me on our Thinkers & Ideas #podcast. #SystemsThinking #Strategy #ProblemSolving #CAS #Complexity BCG Henderson Institute Boston Consulting Group (BCG)

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Are successful CEOs built or born? Claudius A. Hildebrand and Bob Stark explore how constant adaptation and reinvention can shape high-performing leaders in their recent article published in Chief Executive Group: https://lnkd.in/emerScmT #ceoperformance #CEOLifeCycle

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How do we inspire our talent? Research by the EY-Qualtrics Alliance outlines the connection between employee experience and business financial performance — highlighting significant opportunities to add value through innovative and thoughtful workforce strategies. The data shows that companies with engaged employees enjoy 80% higher customer satisfaction and half as much turnover, leading to increased revenue growth and profitability.   It’s no real surprise that engaged employees are fundamental to sustainable business success. However, it is surprising that many leaders still build workforce and talent strategies on guesswork, estimates, and intuition, forgoing mission-critical investments in HR platforms to fully capture data revealing measurable employee needs. As we aim to double-down on transparency and empathy across our organizations, these tools become crucial in making a #betterworkingworld a reality.   For a more extensive breakdown of the EY-Qualtrics Alliance research, as well as a roadmap to fostering employee engagement and inspiration, check out this great article by Marcie Merriman and Vijay Nidumolu:   https://lnkd.in/eSnvt4gK

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Want to encourage the #jobmarket to pick up? Perhaps we need more #volatility? It is not a cure-all but some more executive-level movement could be helpful. Catch a part of the longer conversation with Alex Chausovsky below ⬇️ #talent #labormarket #jobseeker #csuite #ai #chro #ceo #cfo #coo #cro #cio #cto #headhunter #recruiter #talentacquisition #financialservices #insurance #banking #mergers #acquisitions

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Join our Investment team's U.S. election insights webcast on Nov. 12 and Dec. 4. https://ow.ly/SGu950TXYH7 Our experts will explore the potential implications for global investments and human capital management and offer insights on proactive planning for changes ahead #WTWINV_US #investments #HumanCapital #election #WTWPerspective

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By asking and answering the right questions, PE firms can better ensure they have a leader in place who can drive value and push the company toward a successful exit. Here are four key themes to consider: https://lnkd.in/g5eRPW3T

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Successor CEOs must navigate a tight balancing act to succeed amid founder transitions. Several strategies can help accelerate performance. #succession #ceos https://lnkd.in/gfuSjUkx

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The conversations around talent strategies often focus on needed roles or skills, which makes sense. But we find that the conversations around roles and/or skills often have a very loose (if any!) clear connection to which business capabilities they are contributing to, much less how those are prioritized based on direct impact on business goals. It's hard to make the most informed talent plans when we don't do the work of connecting these foundational threads first! #TalentStrategy #BusinessStrategy #CapabilityDriven #Leadership #Transformation

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As a contributor to the NACD Director Essentials: Board Oversight of Human Capital report, I am very pleased to see boards recognizing the critical importance of their workforce and the need for wider and deeper board oversight. This new report outlines how boards are integrating human capital strategy into broader business objectives and provides actionable guidance for directors to enhance their oversight practices. Read more to learn how boards can oversee the broad spectrum of human capital topics: https://lnkd.in/esKMFpDe

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This is a timely discussion that delves into practical strategies organizations can implement to effectively manage and adapt during times of uncertainty. Rear Admiral Wyman Howard III (ret.) and the Chairman of American Airlines, Gregory D. Smith, joined my McKinsey & Company colleagues Alex Panas and Myhir Mysore on the Inside the Strategy Room podcast. You can listen here: https://lnkd.in/dDcPPmvS #Strategy #Leadership #Resilience

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This is a timely discussion that delves into practical strategies organizations can implement to effectively manage and adapt during times of uncertainty. Rear Admiral Wyman Howard III (ret.) and the Chairman of American Airlines, Gregory D. Smith, joined my McKinsey & Company colleagues Alex Panas and Myhir Mysore on the Inside the Strategy Room podcast. You can listen here: https://lnkd.in/eSckAVWa #Strategy #Leadership #Resilience

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This is a timely discussion that delves into practical strategies organizations can implement to effectively manage and adapt during times of uncertainty. Rear Admiral Wyman Howard III (ret.) and the Chairman of American Airlines, Gregory D. Smith, joined my McKinsey & Company colleagues Alex Panas and Myhir Mysore on the Inside the Strategy Room podcast. You can listen here: https://lnkd.in/euMvjJfF #Strategy #Leadership #Resilience

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"A research paper published in the International Journal of Leadership Studies found that teams that underwent DiSC-based training experienced significant improvements in communication, conflict resolution, and overall team cohesion." (from The Role of Teams in Executing Strategy in PE and VC Portfolio Companies by Ron Godier) https://buff.ly/4bbVzKa #communication #connection #leadership #DiSC #EverythingDiSC

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I continue to believe that we will see an uptick in IPO activity in 2025. How does a company go public? This guide will help your stakeholders determine if an IPO is the right path for your company by addressing some basic questions and provides an overall timeline of events and business considerations.

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