West Bromwich Albion acknowledges media reports relating to the club's compliance with the EFL's profitability and sustainability (P&S) rules. The club considers that it has fully complied with the P&S rules.
"I'm in favor of not having any rules against insider trading. I would like all the information out there as soon as it's available. Because look, as a society, we are better off knowing as soon as possible anything that is knowable."
The shift was apparent. People had a stake in the outcome, and they acted like it. Ideas flowed more freely, teams spotted and solved problems earlier, and employees took pride in identifying and implementing improvements.
The biggest challenge is that Learning and Development is not positioned as a strategic function in many organizations. Instead, L&D often operates as a function for the sake of having a function. It is rarely used by executive leadership as a strategic support capability and is more often treated as a nice-to-have necessity rather than an integral part of business decision-making.
Defense Secretary Pete Hegseth took the unprecedented step of designating a U.S. firm-Anthropic-as a supply chain risk. Anthropic's crime? It refused to violate industry-wide protocols against using AI for mass surveillance or autonomous weapons. Hegseth's designation, which has until now been reserved for foreign firms, bars U.S. military contractors from doing business with the company.
If your partner in Munich mishandles customer data, or your reseller in Paris uses a "black box" AI tool to generate deceptive ads, it isn't just their reputation on the line. It's yours. With the EU AI Act now in full swing and GDPR entering its "mature enforcement" era, the distance between a partner's mistake and your company's $20 million fine has never been shorter.
Dear Transparency-Committed Reader, You're not alone. So many of us want decision-making to reflect our collective values (like transparency, care, and shared power), but it's hard to actually put those values into practice. That gap between what we believe and how we decide can be frustrating. And getting stuck in the process is a common concern I hear from groups. I am happy to share, though, that decision-making doesn't have to be a nightmare.
Rather than stolen data making headlines, it was business stoppage that triggered attention. Moving into 2026, the board's focus should be on ensuring business continuity and building resilience in the face of emerging risks generated by AI usage and attack vectors, quantum computing and geopolitics.
As audit committees confront a rapidly expanding risk landscape, their role in corporate governance is being reshaped. Boards have often turned to current and former CFOs as independent directors, particularly for audit committees, because of their ability to translate complex operational and financial realities into effective oversight.For example, this month, J. Michael Hansen, former EVP and CFO of Cintas Corporation, was appointed to the audit committee at Paychex.
The average CEO makes over 280 times what their company's line worker earns. This is more than 10 times the ratio observed in the 1970s. Looking just at the salaries and bonuses of Fortune 500 CEOs, financial executives, top university presidents, and even some directors of the larger non-profit organizations, you would think that these leaders are performing at high levels-at least levels high enough to justify their huge compensation. Unfortunately, that's not often the case.
