Key Areas of Focus: <ul><li>Adaptive Governance: A flexible, responsive approach to organizational oversight that has evolved from environmental management to broader applications across nonprofit and for-profit sectors, empowering organizations to maintain resilience in the face of rapid change. </li><li>Innovation: Recognize that governance is dynamic and requires ongoing adaptation. It isn’t always about disruption; reimagining existing models can uncover new opportunities.</li><li>Trust, Communication &amp; Data Integrity: Transparent communication and reliable data are essential for effective governance and stakeholder confidence.</li><li>Scenario Planning &amp; Risk Assessment: Should be ongoing, integrated processes—not annual or one-time exercises—to help organizations better anticipate and navigate uncertainty.</li><li>Board Actions: Encourage cross-functional collaboration, active stakeholder engagement, committee restructuring, learning cycles, and policy updates on a regular basis to reflect changing conditions. Boards need to shift from relying on intuition to leveraging intelligence and real-time data. </li></ul>Resources: <ul><li><a rel="noreferrer noopener" target="_blank" href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bdo.com%2Finsights%2Findustries%2Fnonprofit-education%2Fembracing-adaptive-governance-strengthening-nonprofit-resilience-in-a-time-of-uncertainty&amp;data=05%7C02%7Cesummers%40bdo.com%7C66ad3b0dadf54e35e07708de1713040c%7C6e57fc1a413e405091da7d2dc8543e3c%7C0%7C0%7C638973567593765347%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;sdata=xXBtNu4sixflJoU8SAPR4vT%2FHG6WRVXKDQcYFxa03yI%3D&amp;reserved=0">Embracing Adaptive Governance: Strengthening Nonprofit Resilience in a Time of Uncertainty</a></li><li><a rel="noreferrer noopener" target="_blank" href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.amazon.com%2FHow-Read-Nonprofit-Financial-Statements%2Fdp%2F111897669X&amp;data=05%7C02%7Cesummers%40bdo.com%7C66ad3b0dadf54e35e07708de1713040c%7C6e57fc1a413e405091da7d2dc8543e3c%7C0%7C0%7C638973567593778302%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;sdata=xYGVuXMFh%2FaL72JVPsJm5BQsCaNBYPjBNB2me97wG6A%3D&amp;reserved=0">How to Read Nonprofit Financial Statements: A Practical Guide</a></li><li><a rel="noreferrer noopener" target="_blank" href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fshop.boardsource.org%2Fstore%2Fs%2Fproduct%2Fgovernance-as-leadership-reframing-the-work-of-nonprofit-boards%2F01tQq000007RuWjIAK&amp;data=05%7C02%7Cesummers%40bdo.com%7C66ad3b0dadf54e35e07708de1713040c%7C6e57fc1a413e405091da7d2dc8543e3c%7C0%7C0%7C638973567593790411%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;sdata=ugy9NJiN%2Bkg%2Bqj2XlAnMy%2BiTLOkBb8x7JPjAE57su%2BA%3D&amp;reserved=0">Governance as Leadership: Reframing the Work of Nonprofit Boards</a></li></ul>

<description>&lt;p&gt;&lt;strong&gt;Key Areas of Focus: &lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;&lt;strong&gt;Adaptive Governance:&lt;/strong&gt; A flexible, responsive approach to organizational oversight that has evolved from environmental management to broader applications across nonprofit and for-profit sectors, empowering organizations to maintain resilience in the face of rapid change. &lt;/li&gt;&lt;li&gt;&lt;strong&gt;Innovation: &lt;/strong&gt;Recognize that governance is dynamic and requires ongoing adaptation. It isn’t always about disruption; reimagining existing models can uncover new opportunities.&lt;/li&gt;&lt;li&gt;&lt;strong&gt;Trust, Communication &amp;amp; Data Integrity: &lt;/strong&gt;Transparent communication and reliable data are essential for effective governance and stakeholder confidence.&lt;/li&gt;&lt;li&gt;&lt;strong&gt;Scenario Planning &amp;amp; Risk Assessment: &lt;/strong&gt;Should be ongoing, integrated processes—not annual or one-time exercises—to help organizations better anticipate and navigate uncertainty.&lt;/li&gt;&lt;li&gt;&lt;strong&gt;Board Actions: &lt;/strong&gt;Encourage cross-functional collaboration, active stakeholder engagement, committee restructuring, learning cycles, and policy updates on a regular basis to reflect changing conditions. Boards need to shift from relying on intuition to leveraging intelligence and real-time data. &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;strong&gt;Resources: &lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;&lt;a rel="noreferrer noopener" target="_blank" href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bdo.com%2Finsights%2Findustries%2Fnonprofit-education%2Fembracing-adaptive-governance-strengthening-nonprofit-resilience-in-a-time-of-uncertainty&amp;amp;data=05%7C02%7Cesummers%40bdo.com%7C66ad3b0dadf54e35e07708de1713040c%7C6e57fc1a413e405091da7d2dc8543e3c%7C0%7C0%7C638973567593765347%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;amp;sdata=xXBtNu4sixflJoU8SAPR4vT%2FHG6WRVXKDQcYFxa03yI%3D&amp;amp;reserved=0"&gt;Embracing Adaptive Governance: Strengthening Nonprofit Resilience in a Time of Uncertainty&lt;/a&gt;&lt;/li&gt;&lt;li&gt;&lt;a rel="noreferrer noopener" target="_blank" href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.amazon.com%2FHow-Read-Nonprofit-Financial-Statements%2Fdp%2F111897669X&amp;amp;data=05%7C02%7Cesummers%40bdo.com%7C66ad3b0dadf54e35e07708de1713040c%7C6e57fc1a413e405091da7d2dc8543e3c%7C0%7C0%7C638973567593778302%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;amp;sdata=xYGVuXMFh%2FaL72JVPsJm5BQsCaNBYPjBNB2me97wG6A%3D&amp;amp;reserved=0"&gt;How to Read Nonprofit Financial Statements: A Practical Guide&lt;/a&gt;&lt;/li&gt;&lt;li&gt;&lt;a rel="noreferrer noopener" target="_blank" href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fshop.boardsource.org%2Fstore%2Fs%2Fproduct%2Fgovernance-as-leadership-reframing-the-work-of-nonprofit-boards%2F01tQq000007RuWjIAK&amp;amp;data=05%7C02%7Cesummers%40bdo.com%7C66ad3b0dadf54e35e07708de1713040c%7C6e57fc1a413e405091da7d2dc8543e3c%7C0%7C0%7C638973567593790411%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;amp;sdata=ugy9NJiN%2Bkg%2Bqj2XlAnMy%2BiTLOkBb8x7JPjAE57su%2BA%3D&amp;amp;reserved=0"&gt;Governance as Leadership: Reframing the Work of Nonprofit Boards&lt;/a&gt;&lt;/li&gt;&lt;/ul&gt;</description>

During this episode of BDO in the Boardroom, BDO's Center for Corporate Governance leader, Amy Rojik, and her colleague, Lee Klumpp, discuss the concept of adaptive governance and how it is essential for organizations to remain resilient and effective calling on leaders and boards to proactively evolve their governance models to allow more agility and flexibility to meet demands, seize opportunities, and achieve long-term sustainability in a rapidly evolving environment. 

The Power of Adaptive Governance: Leading Through Change

Key Areas of Focus:<ul><li>Value Proposition of Governance Structures: Distinguish between different governance models to make informed board decisions and expand your board opportunities.</li><li>Board Skills Needs &amp; Development: Continue to develop broad, adaptable skills to meet evolving board needs and corporate strategy.</li><li>Due Diligence and Fit: Conduct thorough research on organizations before joining a board.</li><li>Director Independence &amp; Conflict of Interest: Maintain independence, know the risks of conflict of interests, and be able to constructively challenge in board discussions.</li><li>Expanding Professional Acumen and Access to Governance Networks: Pursue ongoing education and build relationships to enhance governance expertise.</li></ul>Resources:<ul><li><a rel="noreferrer noopener" target="_blank" href="https://www.bdo.com/bdo-center-for-corporate-governance">BDO’s Center for Corporate Governance: </a>Resource center</li><li><a rel="noreferrer noopener" target="_blank" href="https://www.bentley.edu/centers/executive-education/private-public-board-excellence">Mastering Private to Public Board Excellence</a>: 3-session governance course over 3 weeks beginning October 29, 2025 – Register Today!</li></ul>

<description>&lt;p&gt;&lt;strong&gt;Key Areas of Focus:&lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;&lt;strong&gt;Value Proposition of Governance Structures: &lt;/strong&gt;Distinguish between different governance models to make informed board decisions and expand your board opportunities.&lt;/li&gt;&lt;li&gt;&lt;strong&gt;Board Skills Needs &amp;amp; Development:&lt;/strong&gt; Continue to develop broad, adaptable skills to meet evolving board needs and corporate strategy.&lt;/li&gt;&lt;li&gt;&lt;strong&gt;Due Diligence and Fit: &lt;/strong&gt;Conduct thorough research on organizations before joining a board.&lt;/li&gt;&lt;li&gt;&lt;strong&gt;Director Independence &amp;amp; Conflict of Interest: &lt;/strong&gt;Maintain independence, know the risks of conflict of interests, and be able to constructively challenge in board discussions.&lt;/li&gt;&lt;li&gt;&lt;strong&gt;Expanding Professional Acumen and Access to Governance Networks: &lt;/strong&gt;Pursue ongoing education and build relationships to enhance governance expertise.&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;strong&gt;Resources:&lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;&lt;a rel="noreferrer noopener" target="_blank" href="https://www.bdo.com/bdo-center-for-corporate-governance"&gt;BDO’s Center for Corporate Governance: &lt;/a&gt;Resource center&lt;/li&gt;&lt;li&gt;&lt;a rel="noreferrer noopener" target="_blank" href="https://www.bentley.edu/centers/executive-education/private-public-board-excellence"&gt;Mastering Private to Public Board Excellence&lt;/a&gt;: 3-session governance course over 3 weeks beginning October 29, 2025 – Register Today!&lt;/li&gt;&lt;/ul&gt;</description>

In this episode of BDO in the Boardroom, we welcome Dr. Cynthia Clark—corporate governance expert, author, and professor—to explore the benefits to today’s directors in understanding various governance structures. Drawing from her extensive research and advisory work, Dr. Clark unpacks the value proposition of understanding governance structures, explaining how this knowledge empowers directors and executives to make more informed, strategic decisions that drive organizational performance; while further enhancing an individual’s board service and career growth offering practical advice for those seeking to expand their board portfolios or evaluate the governance culture of prospective organizations.
Whether you're a seasoned director or preparing for your first board seat, this episode offers actionable insights to elevate your governance acumen and opportunities.

BDO in the Boardroom Podcast: How Should Directors Navigate Differing Governance Structures and Frameworks?

Human Resources and Workforce Impact: <ul><li>Bias in Automation: Ensure that automated HR processes undergo regular audits to identify and mitigate biases, particularly in candidate selection and hiring. </li><li>Regulatory Oversight: Implement annual bias audits for automated employment decision tools to comply with regulations. </li><li>Employee Surveillance: Review and update employee monitoring practices to ensure compliance with privacy regulations, and OSHA and HIPAA. </li></ul>Regulatory Compliance and Legal Risks: <ul><li>Decentralized AI Regulation: Develop a comprehensive strategy to track and comply with AI regulations across different states. </li><li>EU AI Act: Assess the impact of the EU AI Act on your operations and ensure compliance with its requirements, even if your systems are used within the EU. </li><li>Terms of Service: Establish a process to monitor and review changes in terms of service for AI, other technology and communications tools, ensuring compliance and proper data usage. </li></ul>Operational Resilience and Business Continuity: <ul><li>System Dependencies: Regularly evaluate AI systems for data representativeness and bias and adapt to real-time changes in company operations. </li><li>Supply Chain Vulnerabilities: Conduct frequent audits of third-party components and vendors to identify and mitigate supply chain vulnerabilities. </li><li>Cyber Threats: Update employee training programs to include awareness and prevention of deepfake scams and other sophisticated cyber threats. </li></ul>Strategic Oversight and Accountability: <ul><li>Ethical Considerations: Form multidisciplinary task forces for AI adoption, including general counsel, to classify use cases based on risk levels. </li><li>ROI and Uncertainty: Ask for detailed ROI estimates, timelines, and milestones for AI projects, considering the uncertainty and potential qualitative outcomes. </li><li>Director Education: Encourage directors to engage in educational opportunities, such as NACD masterclasses and other governance-focused content, to enhance their understanding of AI governance. </li></ul>

<description>&lt;p&gt;&lt;strong&gt;Human Resources and Workforce Impact: &lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Bias in Automation: Ensure that automated HR processes undergo regular audits to identify and mitigate biases, particularly in candidate selection and hiring. &lt;/li&gt;&lt;li&gt;Regulatory Oversight: Implement annual bias audits for automated employment decision tools to comply with regulations. &lt;/li&gt;&lt;li&gt;Employee Surveillance: Review and update employee monitoring practices to ensure compliance with privacy regulations, and OSHA and HIPAA. &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;strong&gt;Regulatory Compliance and Legal Risks: &lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Decentralized AI Regulation: Develop a comprehensive strategy to track and comply with AI regulations across different states. &lt;/li&gt;&lt;li&gt;EU AI Act: Assess the impact of the EU AI Act on your operations and ensure compliance with its requirements, even if your systems are used within the EU. &lt;/li&gt;&lt;li&gt;Terms of Service: Establish a process to monitor and review changes in terms of service for AI, other technology and communications tools, ensuring compliance and proper data usage. &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;strong&gt;Operational Resilience and Business Continuity: &lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;System Dependencies: Regularly evaluate AI systems for data representativeness and bias and adapt to real-time changes in company operations. &lt;/li&gt;&lt;li&gt;Supply Chain Vulnerabilities: Conduct frequent audits of third-party components and vendors to identify and mitigate supply chain vulnerabilities. &lt;/li&gt;&lt;li&gt;Cyber Threats: Update employee training programs to include awareness and prevention of deepfake scams and other sophisticated cyber threats. &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;strong&gt;Strategic Oversight and Accountability: &lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Ethical Considerations: Form multidisciplinary task forces for AI adoption, including general counsel, to classify use cases based on risk levels. &lt;/li&gt;&lt;li&gt;ROI and Uncertainty: Ask for detailed ROI estimates, timelines, and milestones for AI projects, considering the uncertainty and potential qualitative outcomes. &lt;/li&gt;&lt;li&gt;Director Education: Encourage directors to engage in educational opportunities, such as NACD masterclasses and other governance-focused content, to enhance their understanding of AI governance. &lt;/li&gt;&lt;/ul&gt;</description>

Join BDO’s Center for Corporate Governance Amy Rojik and her guest board of director  Samantha Kappagoda as she discusses the dynamics of technological innovation happening within organizations today and the risk aspects that board of directors may not be thinking about.

Risk Aspects of Technological Innovation That Boards May NOT Be Thinking About

Key Takeaways:<ul><li>Increased Agency and Responsibility: Boards are evolving to take on more agency and responsibility, often driven by a need to be the public face of the company, sign off on increasing disclosures, and develop compensation philosophies. This shift requires boards to embrace themselves as responsible and independent bodies capable of drawing informed conclusions and making decisions to sustain the organization. </li><li>Long-term Strategic Interest: Boards must focus on long-term strategic interests to drive management’s accountability for corporate strategy. They need to further be focused on resilience and prepare for future challenges, balancing short-term risks with long-term goals. </li><li>Use of Technology and Driving Information Expectations: Embracing technology, such as online board portals, can assist in managing increasing information and improving efficiency. Compelling management to use tools, such as graphic dashboard reporting and targeted executive summaries, that support reporting can simplify complex data, making it easier for board members to understand and act on critical issues. </li><li>Orientation and Human Interaction: Effective onboarding and orientation of new board members are crucial. This includes personal interaction with management and other board members to build familiarity and trust, which is essential for the board's effectiveness. </li><li>•	Interplay with Management: Encouraging more interaction beyond executive management can inform and enhance the board's ability to oversee and guide the company. This includes vetting information from various sources and bringing outside perspectives to internal discussions. </li></ul>

<description>&lt;p&gt;&lt;strong&gt;Key Takeaways:&lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;&lt;strong&gt;Increased Agency and Responsibility: &lt;/strong&gt;Boards are evolving to take on more agency and responsibility, often driven by a need to be the public face of the company, sign off on increasing disclosures, and develop compensation philosophies. This shift requires boards to embrace themselves as responsible and independent bodies capable of drawing informed conclusions and making decisions to sustain the organization. &lt;/li&gt;&lt;li&gt;&lt;strong&gt;Long-term Strategic Interest:&lt;/strong&gt; Boards must focus on long-term strategic interests to drive management’s accountability for corporate strategy. They need to further be focused on resilience and prepare for future challenges, balancing short-term risks with long-term goals. &lt;/li&gt;&lt;li&gt;&lt;strong&gt;Use of Technology and Driving Information Expectations:&lt;/strong&gt; Embracing technology, such as online board portals, can assist in managing increasing information and improving efficiency. Compelling management to use tools, such as graphic dashboard reporting and targeted executive summaries, that support reporting can simplify complex data, making it easier for board members to understand and act on critical issues. &lt;/li&gt;&lt;li&gt;&lt;strong&gt;Orientation and Human Interaction: &lt;/strong&gt;Effective onboarding and orientation of new board members are crucial. This includes personal interaction with management and other board members to build familiarity and trust, which is essential for the board's effectiveness. &lt;/li&gt;&lt;li&gt;•	Interplay with Management: Encouraging more interaction beyond executive management can inform and enhance the board's ability to oversee and guide the company. This includes vetting information from various sources and bringing outside perspectives to internal discussions. &lt;/li&gt;&lt;/ul&gt;</description>

Join BDO's Center for Corporate Governance Amy Rojik as she sits down with Ralph Ward, corporate governance expert, speaker, educators, publisher/editor of the Boardroom INSIDER, to discuss the why and how boards are taking on more “agency” today to drive corporate resilience.

Boards Take on More Agency to Drive Corporate Resilience

Key Takeaways:<ul><li>Maintain Tone at the Top: Boards should confirm that their commitment to compliance and ethical behavior remains strong and consistent, even with the DOJ's pause on new FCPA investigations. This includes consistent messaging throughout the organization. </li><li>Review Third-Party Risk Management: Companies should reassess their third-party risk management programs to make sure they are not inadvertently engaging with entities associated with transnational criminal organizations (TCOs) or terrorist organizations. </li><li>Refresh Risk Assessment: Boards should ask management to perform a thorough risk assessment, with an intentional focus on operations. </li><li>Geographical Focus: Companies should evaluate the culture and increased risk in regions where they operate, to maintain compliance and mitigate risks associated with these areas. </li><li>Revisit Whistleblower Processes: Boards should ask to be kept appraised of all whistleblower reports and resolutions. </li><li>Independent Investigations: In cases where there is a potential threat or pressure to pay a bribe, boards should facilitate independent investigations, involving outside counsel and forensic accountants to maintain objectivity and thoroughness. </li></ul>Related Resources:<ul><li><a rel="noreferrer noopener" target="_blank" href="https://www.bdo.com/insights/advisory/fcpa-compliance-a-practical-guide-for-identifying-and-mitigating-the-risk-of-violations">FCPA Compliance: A Practical Guide for Identifying and Mitigating the Risk of Violations</a></li></ul>

<description>&lt;p&gt;&lt;strong&gt;Key Takeaways:&lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Maintain Tone at the Top: Boards should confirm that their commitment to compliance and ethical behavior remains strong and consistent, even with the DOJ's pause on new FCPA investigations. This includes consistent messaging throughout the organization. &lt;/li&gt;&lt;li&gt;Review Third-Party Risk Management: Companies should reassess their third-party risk management programs to make sure they are not inadvertently engaging with entities associated with transnational criminal organizations (TCOs) or terrorist organizations. &lt;/li&gt;&lt;li&gt;Refresh Risk Assessment: Boards should ask management to perform a thorough risk assessment, with an intentional focus on operations. &lt;/li&gt;&lt;li&gt;Geographical Focus: Companies should evaluate the culture and increased risk in regions where they operate, to maintain compliance and mitigate risks associated with these areas. &lt;/li&gt;&lt;li&gt;Revisit Whistleblower Processes: Boards should ask to be kept appraised of all whistleblower reports and resolutions. &lt;/li&gt;&lt;li&gt;Independent Investigations: In cases where there is a potential threat or pressure to pay a bribe, boards should facilitate independent investigations, involving outside counsel and forensic accountants to maintain objectivity and thoroughness. &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;strong&gt;Related Resources:&lt;/strong&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;&lt;a rel="noreferrer noopener" target="_blank" href="https://www.bdo.com/insights/advisory/fcpa-compliance-a-practical-guide-for-identifying-and-mitigating-the-risk-of-violations"&gt;FCPA Compliance: A Practical Guide for Identifying and Mitigating the Risk of Violations&lt;/a&gt;&lt;/li&gt;&lt;/ul&gt;</description>

Join BDO's Center for Corporate Governance Amy Rojik as she sits down with Didier Lavion, BDO Principal within BDO’s Forensics practice, to discuss both the Board’s and a company’s obligation under the Foreign Corrupt Practices Act (FCPA). We further explore interpretations of the recent executive orders that put a pause on FCPA enforcement, and the ensuing memorandums issued by the AG’s office providing preliminary guidance to the DOJ’s stance on anti-corruption.

Pause on FCPA Enforcement: Considerations for the Board

BDO in the Boardroom is a podcast series for the board of directors and those charged with governance. Each episode features a topical discussion with board peers and subject matter experts on both trending and timeless boardroom issues – mitigating risk in an increasingly digital world, navigating your board career, financial and ESG reporting, shareholder activism and more.


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