Corporate Governance Advisory
Conducting business in today’s environment poses unique complexities, such as digital disruptions, radical changes to business models, shifts in political and societal views and unexpected economic shocks. Companies face major disruptions to their operating structures, and executive and non-executive board members must be prepared to navigate a myriad of rapidly-changing challenges.
At Alvarez & Marsal, we serve as trusted partners to boards, helping to identify critical business issues and how best to mobilize their organizations whilst keeping operations running smoothly and efficiently.
Our restructuring heritage and depth of senior resources gives us a rounded view of the methods by which boards can better manage their internal and external stakeholders when challenges present themselves. We work with boards to provide assurance that the risk management strategies being employed are effective, regularly monitored and are reducing risk within agreed upon and accepted tolerance levels.
There are no simple solutions, as each company situation varies and their needs are unique. A&M specifically tailors its course of action to your board’s responsibilities across the governance spectrum, by providing expertise in the areas of:
- Rapid Assessment
- Board Composition / Performance Evaluation
- Risk Definition, Tolerance and Oversight
- Executive Succession Planning
- Activist Investor Defense
- Crisis Management & Business Resilience
- Foreign Corrupt Practice Compliance
Boards in Challenging Times: Extraordinary Disruptions
Joint research programme on Board Leadership
Alvarez & Marsal in conjunction with Henley Business School have launched a detailed research study entitled “Boards in Challenging Times: Extraordinary Disruptions.” Providing guidance on how Boards should address unique, extraordinary disruptions, the report analyses the real-life experiences of more than 70 seasoned U.K. Executive and Non-Executive Board Directors, and includes 4 detailed case studies.
Four distinct types of disruption are identified in the findings, as well as a three stage framework of leadership approaches, qualities and core disciplines that should be used to tackle each type. The research report also reveals that current guidance in the U.K. Corporate Governance Code does not take sufficient account of the extraordinary responses required from Boards facing extreme disruptions