Advancing exemplary board leadership - for directors, by directors.
The NACD New Jersey Chapter provides educational programs for board members,
prospective board members, and CEOs. Our meetings focus on both the practical aspects of board service and the latest developments in leading practices and corporate governance. Attendees include directors and senior executives from New Jersey based public and private companies, as well as nonprofit organizations.
While private and family-owned businesses may not be subject to all of the legal and regulatory rigors of publicly-traded companies, your business can nevertheless benefit from good governance practices suitable for your company. Our program features an opening dialogue with Lynne Clark, a director of several privately-held companies, primarily in the food, beverage, retail, and e-commerce sectors, and Bill Schlimbach/VP-Deputy General Counsel and Corporate Secretary at J.M. Huber Corporation, one of New Jersey â€™ s premier family-owned companies, operating in industries ranging from personal care products to food and beverage, flame retardants and smoke suppressants, sustainable forestry and engineered wood products.
Weâ€™ll then launch into a series of expertly-led roundtables, in which private and family company leadership and directors will share issues, ideas and learnings on topics s uch as:
What is the linkage between effective governance and a company's legacy and future prospects?
What are the options for an effective governance structure?
Does my company need a board of directors, an advisory board or other oversight body?
Should we bring in outside members to our board? And what skills do we need?
How should we be using a board: objective reality check and good sounding board on strategy, competitive threats, long-term growth, talent and compensation?
What are workable boundaries between the roles of board and management?
What are some of the issues where we could get real value from a board: succession planning, coaching and mentoring your management team, assessing your longer term plans/strategy, identifying disruptive risks?
We encourage company leaders to attend in conjunction with a board member or members if your company has a board.
Culture is at the root of corporate success and failure alike, yet board members struggle to define it, spot cultural risks and find their role in building a positive culture. Join us in a participative exercise that will assist board members in:
â€¢ Understanding why culture is critical to lasting business success
â€¢ Ensuring that culture aligns the company values and purpose with strategy, execution and brand
â€¢ Assessing and monitoring corporate culture
â€¢ Assisting in building a positive and aligned corporate culture
â€¢ Delineating the role of the full board in the oversight of culture.
Headlines are everywhere with predictions about how artificial intelligence and machine learning will transform virtually all businesses, including the potential for re-engineering our work force. Corporate giants, governments and universities are already investing heavily in AI on a global basis. Our March 21 program will explore both the theory and practical application of business strategy, competitive threats, investment decisions, risks to be managed, and how AI surely will impact the culture of our companies.
Existing enterprise risk management (ERM) approaches may no longer be sufficient to address risks that are complex, less well-known or highly disruptive to business. And the traditional ERM identification and tracking methodologies may be insufficient to address this new risk environment. You'll leave this program with practicable tools to help your board â€”
Identify and assess risks through a different lens
Calibrate the effectiveness of your company's enterprise risk management, tracking and mitigation
Anticipate new developments as the risk environment continues to evolve
Capitalize on those risks that can be converted to opportunities
Improve the quality of engagement and discussion of risk
Non-profit board members are often asked to step beyond the roles of corporate directors, contributing to development as well as hands-on resources. And while they are subject to many of the same duties, they may not have the benefit of the legal, governance and financial expertise and advice. Our experts will assist non-profit board members in filling the gaps, including : What is the role of a nonprofit board member and how might it differ from a corporate board member? How can you assess board governance and what questions should you be asking management? What are the board vs. enterprise risks and how do you spot check the risks?