 Bloomberg's vice chair for public policy, Mary Schapiro, was chair of the US Securities and Exchange commission. In this exclusive interview, she explains why transparency and global consistency will be key to meeting climate goals.
 Sustainability has moved into the mainstream for consumers, societies and businesses. As investors assertively pursue sustainable and purposeful growth opportunities, having the right priorities and partnerships unlock success.
 A powerful combination of environmental, social, and governance (ESG) demands is driving private equity funds and corporations to urgently transform their core strategies. Considerable shifts in consumer awareness and spending patterns, employee expectations, regulatory frameworks, and industry perception have prompted investors to
reassign billions of dollars using ESG lenses. Businesses must acknowledge this turbulent change by rapidly reshaping strategy and incorporating M&A as a cornerstone for swift and lasting improvements. After assets under management (AUM) in ESG-geared funds crossed the $1 trillion threshold in 2020, the following six months saw an unprecedented $103 billion worth of corporate and fund ESG activity3 as businesses jettisoned problematic units and launched bold sustainability acquisitions.  Covid-19 has massively disrupted fashion houses' operations. Making the right strategic choices is essential to their survival.
 Tax credits and incentives are set to be an essential part of stimulus as countries seek to recover from the economic impacts of Covid-19. We examine how tax programmes can be structured to drive effective investment and economic growth.  5G is poised to transform operations across industries and contribute more than $2 trillion to the global economy during the next 15 years.
In this fast-moving, high-investment context, it should be expected that telecommunications patent holders will seek to actively monetize their patents. Any business deploying these technologies would be wise to consider how to reduce operational risk and cost exposure by moving from a reactive to a proactive approach around 5G patents.  Throughout the coronavirus pandemic, technology has helped enable increasingly connected and productive remote work. Chief information officers now need to drive deeper cultural and technological transformation for effective hybrid work and powerful business growth. They must now redefine the experience for employees, customers and partners, enabling effective collaboration, new revenue streams and profitable growth.
 At its simplest, digital transformation defines how technologies such as artificial intelligence, cloud and blockchain are used to power a company forward. This can be to enhance, or create, processes, culture and customer experiences to meet changing market requirements.
Digital transformation is largely driven by customer experience, expectation and engagement. Some 84 per cent of customers say the experience a company provides is as important as its products and services, according to research by the cloud-based software company Salesforce.  Transformation begins with better data and insight into current and future required skills, as leaders build a more modern and agile workforce.
Data and intelligence have long been powerful sources of strategic advantage for businesses. Primarily, efforts in these areas have focused on attaining granular information on customers, analysed in depth to improve sales, services and responsiveness. Most companies, however, don’t have this same level of data infrastructure, insights and intelligence on hand to create an agile and strategic talent function.  Investors are placing vast sums of money into products they view as having strong environmental, social and governance credentials, but problems remain around data accessibility and quality. More consistency, reliability and transparency is urgently needed.
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