The three traditional pillars of corporate governance—transparency, accountability, and security—have long been understood to be almost exclusively in the service of maximizing shareholder profits. But the past few years have seen many corporate leaders and boards of directors thinking much more broadly about a definition of value beyond strict profitability and what it means to lead in today’s hyper-connected society. Recently, the Business Roundtable, which represents the chief executives of 192 companies, issued a statement saying business leaders should commit to balancing the needs of shareholders with those of customers, employees, suppliers and local communities. This is remarkable both in its repudiation of long-standing corporate dogma that posits increasing profits is the only metric that matters, and for its implications for private companies who have no shareholders but are facing the same pressures to balance profits with purpose.
October 10 - Thursday
QQQ Strategist, Invesco
What’s Top of Mind for Today’s Corporate Directors?
From cyber security to diversity to rapidly changing technology, environmental risks and regulatory requirements, there is no shortage of concerns for corporate board directors. We’ll go behind the scenes with some top business names to find out how boards are prioritizing needs to meet challenges, and what they see as the next evolution in this critical corporate relationship.
Building Tomorrow’s Leaders: Training the Next Generation of Financial Executives
Leaders shape culture and culture affects outcomes: What does it mean to be an effective and enlightened leader? Like most industries, finance has seen seismic shifts in the way business is conducted, requiring new approaches to leadership that reflect the needs of a changing marketplace and new realities for customers, employees and suppliers. We’ll talk with the founding team of the Aspen Finance Leaders Fellowship about their mission to improve public trust in the finance industry and help support a new generation of leadership.
Executive Director, Aspen Finance Leaders Fellowship
Founding Partner, Executive Committee, Riverwood Capital Partners L.P.
David M. Rubenstein
Co-Founder and Co-Executive Chairman, The Carlyle Group
Bloomberg Intelligence Presents
Rob Du Boff
ESG Analyst, Bloomberg Intelligence
Regulations and market volatility mean that growing companies are staying private longer—with some never choosing to list publicly at all. Staying private means more flexibility and freedom in how they operate, but with less oversight comes more risk for investors, and for directors. How do directors, CEOs and investors make the decision if and when to go public?