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Strategic Thinking

Formulates objectives and priorities, and implements plans consistent with long-term interests of the organization in a global environment. Capitalizes on opportunities and manages risks.

*Term and description created by The Conference Board.

Highlights

ESG Initiatives Survey Findings

May 2018

The Conference Board undertook a survey to examine ESG initiatives through a business perspective, reviewing their relevance and value. This document presents the survey findings.

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A Marriage of Algorithms and Human Capital - Part III

September 04, 2018

Part III will focus on strategic workforce planning and EY's "Monte Carlo" simulations. HRCI, SHRM, and CPE credit available

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Boards, CEOs and CFOs Need to Demand a Lot More from Internal Audit and Risk Groups

(On Governance, June 2018)

Boards, CEOs, and CFOs need to dramatically raise the bar, demanding better risk and internal audit processes and better metrics to measure the real value-add from internal audit and risk spending. A new approach to assurance, “Strategy and Value Oversight” and specific end result metrics are proposed, metrics capable of helping companies create and preserve long-term value and meet escalating expectations of powerful institutional investors, regulators, and others.

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Products & Services

Conferences/Events

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Publications

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Webcasts

  • Let's Talk About Age

    July 12, 2018

    Many companies have a diversity and inclusion strategy, but few include age as a dimension. This webinar will explain why it is important to include age in your D&I strategy and will highlight promising practices for addressing age diversity. HRCI, SHRM, and CPE credit available

  • A Marriage of Algorithms and Human Capital - Part III

    September 04, 2018

    Part III will focus on strategic workforce planning and EY's "Monte Carlo" simulations. HRCI, SHRM, and CPE credit available

View more webcasts

Blogs

  • Boards, CEOs and CFOs Need to Demand a Lot More from Internal Audit and Risk Groups

    (On Governance, June 2018)

    Boards, CEOs, and CFOs need to dramatically raise the bar, demanding better risk and internal audit processes and better metrics to measure the real value-add from internal audit and risk spending. A new approach to assurance, “Strategy and Value Oversight” and specific end result metrics are proposed, metrics capable of helping companies create and preserve long-term value and meet escalating expectations of powerful institutional investors, regulators, and others.
  • E-commerce continues to grow among U.S. consumers

    (Consumer Dynamics Center Blog, June 2018)

    Our March 2018 Consumer Confidence Survey shows evidence that e-commerce continues to grow among U.S. consumers of most age and income groups.
  • Balancing Directors’ Hindsight, Insight, and Foresight for Rebuilding a Board

    (On Governance, June 2018)

    (This is the second part of a two-part series on the philosophy of filling boards with competent directors, making them more effective, and rebuilding them when necessary.) There are three facets of vision capability: Focus: Does a candidate or sitting director tend toward hindsight, insight or foresight? Range: Is a director able to contribute in each of the three areas? Proficiency: Where does a director demonstrate mastery [or notable weakness]?

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