Author Archives for Jim DeLoach

Seven Ways to Stronger Oversight of Supply Chain Risk

Published by

One important source of operational risk relates to the organizations, people, processes, and resources comprising a company’s supply chain. In many sectors, companies increasingly depend on the external elements of the supply chain (e.g., suppliers, outsource partners, third-party logistics) in an effort to cut costs while increasing capabilities and global reach. Because every business depends on a well-functioning, cost-effective supply chain, every board should consider its oversight of supply chain risks. The following are seven suggestions for better board-level oversight of supply chain issues. 1. Strike the right balance when selecting a supplier. Time, cost, quality, and risk are four... Read More


Ten Keys to Effective Board Oversight of M&A

Published by

In 2016, the National Association of Corporate Directors (NACD) and Protiviti co-hosted a series of roundtables that brought together more than 60 directors to discuss current challenges and effective practices in board-level mergers and acquisitions (M&A) oversight. Based on insights from the roundtables and our experience serving clients in the M&A space, we offer the following keys to the board’s M&A oversight. 1. View M&A through the lens of the growth strategy. Companies pursuing growth through M&A should articulate the strategic underpinnings of the growth strategy. Doing so provides a context for evaluating prospective targets and their strategic fit (e.g.,... Read More


Managing the Effects of Short-Termism on Risk Oversight

Published by

The complexities surrounding short-termism make it a tough nut to crack. Short-termism in this instance refers to a focus on short-term company performance results at the detriment of achieving long-term strategic goals. But in all its forms, short-termism is not sustainable in a rapidly changing world. That’s why directors need to ensure that the organizations they govern seek a healthy balance in addressing short- and long-term interests of the organization’s senior executives and stakeholders. Short-termism is certainly not a new concept. In a recent survey of more than 600 public company directors and governance professionals conducted by NACD, 75 percent... Read More