BDO in the Boardroom

BDO USA
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BDO in the Boardroom is a podcast series for the board of directors and those charged with governance. Each episode features a topical discussion with board peers and subject matter experts on both trending and timeless boardroom issues – mitigating risk in an increasingly digital world, navigating your board career, financial and ESG reporting, shareholder activism and more.

  1. 27 ENE

    Boardroom Defense: Essential Insights on Shareholder Demands and Derivative Lawsuits Every Director Should Know

    Key Takeaways: Boards should recognize that different states of incorporation may require different processes by which shareholders can bring derivative actions against directors and officers. Conducting and demonstrating a fair and reasonable process in the best interest of the company should be the goal of the board.Directors should be knowledgeable about who (e.g., which directors) can be involved in the decision-making related to a derivative action based on how the law in state of incorporation may define “independence” in such matters. Responses to such actions should always be done with the advice of qualified and experienced legal counsel to protect both the board from liability by ensuring the business judgment rule is properly considered, shareholder demands are properly investigated, complexities and conflicts of interest are managed, and appropriate communications are made throughout the process. Resources: What It Means to Be a Special Committee Member – Two Part Publication

    27 min

  2. 23/12/2025

    Views from a Board Member and Active Investor

    Key Takeaways: Most significant shifts in public company governance include expectations regarding: Board composition – i.e., skill levels and the balance of generalists and specialists; technology and the need for directors to stay ahead of emerging risks; and timely communication to and engagement with shareholders. Assessing director education and skill enhancement: The overall success of the company is the main indicator; adoption of leading practices and effective corporate communication suggest directors are staying educated. Solving tension points for dual investor/board member roles: Clear policies and procedures are essential to manage conflicts of interest, especially regarding time horizons and objectives. Benefits of active investors enhancing governance: Active investors can refresh board conversations, drive accountability, and foster value alignment through broad participation and routine evaluations. Generalist vs. specialist directors in the current environment: Future-focused directors need a wide range of overlapping experiences to ensure no single person dominates decision-making and to facilitate comprehensive checks and balances.

    21 min

  3. 15/12/2025

    The Power of Adaptive Governance: Leading Through Change

    Key Areas of Focus: Adaptive Governance: A flexible, responsive approach to organizational oversight that has evolved from environmental management to broader applications across nonprofit and for-profit sectors, empowering organizations to maintain resilience in the face of rapid change. Innovation: Recognize that governance is dynamic and requires ongoing adaptation. It isn’t always about disruption; reimagining existing models can uncover new opportunities.Trust, Communication & Data Integrity: Transparent communication and reliable data are essential for effective governance and stakeholder confidence.Scenario Planning & Risk Assessment: Should be ongoing, integrated processes—not annual or one-time exercises—to help organizations better anticipate and navigate uncertainty.Board Actions: Encourage cross-functional collaboration, active stakeholder engagement, committee restructuring, learning cycles, and policy updates on a regular basis to reflect changing conditions. Boards need to shift from relying on intuition to leveraging intelligence and real-time data. Resources: Embracing Adaptive Governance: Strengthening Nonprofit Resilience in a Time of UncertaintyHow to Read Nonprofit Financial Statements: A Practical GuideGovernance as Leadership: Reframing the Work of Nonprofit Boards

    30 min

  4. 25/09/2025

    BDO in the Boardroom Podcast: How Should Directors Navigate Differing Governance Structures and Frameworks?

    Key Areas of Focus: Value Proposition of Governance Structures: Distinguish between different governance models to make informed board decisions and expand your board opportunities.Board Skills Needs & Development: Continue to develop broad, adaptable skills to meet evolving board needs and corporate strategy.Due Diligence and Fit: Conduct thorough research on organizations before joining a board.Director Independence & Conflict of Interest: Maintain independence, know the risks of conflict of interests, and be able to constructively challenge in board discussions.Expanding Professional Acumen and Access to Governance Networks: Pursue ongoing education and build relationships to enhance governance expertise.Resources: BDO’s Center for Corporate Governance: Resource centerMastering Private to Public Board Excellence: 3-session governance course over 3 weeks beginning October 29, 2025 – Register Today!

    32 min

  5. 24/07/2025

    Risk Aspects of Technological Innovation That Boards May NOT Be Thinking About

    Human Resources and Workforce Impact: Bias in Automation: Ensure that automated HR processes undergo regular audits to identify and mitigate biases, particularly in candidate selection and hiring. Regulatory Oversight: Implement annual bias audits for automated employment decision tools to comply with regulations. Employee Surveillance: Review and update employee monitoring practices to ensure compliance with privacy regulations, and OSHA and HIPAA. Regulatory Compliance and Legal Risks: Decentralized AI Regulation: Develop a comprehensive strategy to track and comply with AI regulations across different states. EU AI Act: Assess the impact of the EU AI Act on your operations and ensure compliance with its requirements, even if your systems are used within the EU. Terms of Service: Establish a process to monitor and review changes in terms of service for AI, other technology and communications tools, ensuring compliance and proper data usage. Operational Resilience and Business Continuity: System Dependencies: Regularly evaluate AI systems for data representativeness and bias and adapt to real-time changes in company operations. Supply Chain Vulnerabilities: Conduct frequent audits of third-party components and vendors to identify and mitigate supply chain vulnerabilities. Cyber Threats: Update employee training programs to include awareness and prevention of deepfake scams and other sophisticated cyber threats. Strategic Oversight and Accountability: Ethical Considerations: Form multidisciplinary task forces for AI adoption, including general counsel, to classify use cases based on risk levels. ROI and Uncertainty: Ask for detailed ROI estimates, timelines, and milestones for AI projects, considering the uncertainty and potential qualitative outcomes. Director Education: Encourage directors to engage in educational opportunities, such as NACD masterclasses and other governance-focused content, to enhance their understanding of AI governance.

    25 min

  6. 20/06/2025

    Boards Take on More Agency to Drive Corporate Resilience

    Key Takeaways: Increased Agency and Responsibility: Boards are evolving to take on more agency and responsibility, often driven by a need to be the public face of the company, sign off on increasing disclosures, and develop compensation philosophies. This shift requires boards to embrace themselves as responsible and independent bodies capable of drawing informed conclusions and making decisions to sustain the organization. Long-term Strategic Interest: Boards must focus on long-term strategic interests to drive management’s accountability for corporate strategy. They need to further be focused on resilience and prepare for future challenges, balancing short-term risks with long-term goals. Use of Technology and Driving Information Expectations: Embracing technology, such as online board portals, can assist in managing increasing information and improving efficiency. Compelling management to use tools, such as graphic dashboard reporting and targeted executive summaries, that support reporting can simplify complex data, making it easier for board members to understand and act on critical issues. Orientation and Human Interaction: Effective onboarding and orientation of new board members are crucial. This includes personal interaction with management and other board members to build familiarity and trust, which is essential for the board's effectiveness. • Interplay with Management: Encouraging more interaction beyond executive management can inform and enhance the board's ability to oversee and guide the company. This includes vetting information from various sources and bringing outside perspectives to internal discussions.

    26 min

  7. 11/06/2025

    Pause on FCPA Enforcement: Considerations for the Board

    Key Takeaways: Maintain Tone at the Top: Boards should confirm that their commitment to compliance and ethical behavior remains strong and consistent, even with the DOJ's pause on new FCPA investigations. This includes consistent messaging throughout the organization. Review Third-Party Risk Management: Companies should reassess their third-party risk management programs to make sure they are not inadvertently engaging with entities associated with transnational criminal organizations (TCOs) or terrorist organizations. Refresh Risk Assessment: Boards should ask management to perform a thorough risk assessment, with an intentional focus on operations. Geographical Focus: Companies should evaluate the culture and increased risk in regions where they operate, to maintain compliance and mitigate risks associated with these areas. Revisit Whistleblower Processes: Boards should ask to be kept appraised of all whistleblower reports and resolutions. Independent Investigations: In cases where there is a potential threat or pressure to pay a bribe, boards should facilitate independent investigations, involving outside counsel and forensic accountants to maintain objectivity and thoroughness. Related Resources: FCPA Compliance: A Practical Guide for Identifying and Mitigating the Risk of Violations

    27 min

  8. 08/05/2025

    Kick-Starting a Start Up Through Intentional AI Usage

    Key Takeaways: AI can be viewed as a necessity for growth to drive both cost savings and revenue growth.Establishing a strong governance framework is crucial for managing risks associated with AI, such as data breaches and compliance with regulations like HIPAA and PCI.AI can be used both reactively to address immediate pain points and proactively to predict and optimize future business operations.While speed and scale are important, startups must ensure they do not compromise on compliance and governance, which are vital for sustainable growth.Developing an AI use policy is a best practice to guide internal and external applications of AI, ensuring responsible and effective usage.

    19 min
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BDO in the Boardroom is a podcast series for the board of directors and those charged with governance. Each episode features a topical discussion with board peers and subject matter experts on both trending and timeless boardroom issues – mitigating risk in an increasingly digital world, navigating your board career, financial and ESG reporting, shareholder activism and more.

Información

  • Creador
    BDO USA
  • Años de actividad
    2020 - 2026
  • Episodios
    92
  • Clasificación
    Apto
  • Copyright
    © 2021
  • Mostrar sitio web
    BDO in the Boardroom

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