Partner Publications -BoardProspects

Articles in category: Partner Publications

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1. The Structure of Board Committees
  
  Explore HBS Working Knowledge Apr 11 2018 Partner Publications
  
  Despite the central role of boards in corporate governance, there has been relatively little understanding of their internal organization, specifically the structure of board committees. Using a dataset of over 6,000 firms, the authors find that committee activity, especially the number of committees, has been stable over time. Most of the familiar non-required board committees are rarely used. The majority of directors sit on multiple committees. The benefits and costs of a committee depend on its type. Overall, committees need to be more integrated into our understanding of corporate governance.
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  Mentions: Board Governance Leadership Structure Corporate Governance
2. In the Wake of #MeToo, Should Corporate Boards Hire Compliance Officers?
  
  Explore HBS Working Knowledge Apr 11 2018 Partner Publications
  
  If a good case study is one that splits a class down the middle on an important issue while surfacing creative responses, this month's column on how best to encourage corporate compliance concerning sexual harassment and other on-the-job misdeeds served the purpose nicely.
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  Mentions: Leadership Leadership Structure Compliance
3. If the CEO’s High Salary Isn't Justified to Employees, Firm Performance May Suffer
  
  Explore HBS Working Knowledge Apr 11 2018 Partner Publications
  
  It’s no surprise that business executives make more money than lower-level employees. But when that pay disparity between a CEO and the average worker is perceived as unfair, the result may be more than unhappy workers: A firm’s performance can deteriorate.
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  Mentions: Corporate Performance Corporate Governance CEO
4. How to Be a Good Board Chair
  
  Explore Harvard Business Review Mar 6 2018 Partner Publications
  
  Most board chairs are experienced leaders. Half the chairs of the S&P 500 double as their companies’ chief executives, and the vast majority of the rest are former CEOs. But the close association of the two positions creates problems. It’s difficult for a board led by the CEO to serve as a check on that CEO—which is precisely why, after the corporate scandals of the 1990s and early 2000s, more companies began separating the roles. However, that division can create another problem: When the chair is not the CEO, there’s a real danger that he or ...
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  Mentions: Corporate Governance Board Chair CEO
5. How Boards Can Reduce Corporate Misbehavior
  
  Explore Harvard Business Review Mar 6 2018 Partner Publications
  
  One defining feature of 2017 has been seeing corporate directors and officers being held personally responsible for illegal behavior at their companies. For example, after Wells Fargo Bank paid more than $300 million in penalties for creating over 3 million sham customer accounts, Judge Jon Tigar of the U.S. District Court in San Francisco refused to dismiss claims against the fifteen members of the Wells Fargo board. And Oliver Schmidt, the highest ranking Volkswagen officer residing in the United States, was sentenced to seven years in prison and ordered to pay $400,000 for his role in the VW ...
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  Mentions: Corporate Board Member Corporate Governance Wells Fargo
6. Corporate Governance Should Combine the Best of Private Equity and Family Firms
  
  Explore Harvard Business Review Mar 6 2018 Partner Publications
  
  The public corporation is typically bedeviled by the gap between managers’ and shareholders’ interests. Over the years, governance has attempted to close that gap by aligning incentives with measures of performance. These attempts have often failed. But where they have succeeded, they have left public corporations increasingly swayed by short-term results (which are easy to measure) at the expense of future success.
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  Mentions: Corporate Governance Private Equity Family Offices
7. Sustainability & Disclosure: New demands on corporate boards
  
  Explore Directors and Boards Jan 10 2018 Partner Publications
  
  It’s a new era of environmental, social and governance (ESG) disclosure and directors need to take notice.
  
  Many investors are voicing concerns about the limited nonfinancial disclosure in companies’ annual reports and proxy disclosures, even for areas like material climate-related risks that have been the subject of Securities & Exchange Commission (SEC) guidance. And although most public companies produce sustainability reports for consumers and other corporate stakeholders, these reports often lack the quality, reliability and comparability investors need for financial analysis.
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  Mentions: Sustainability Corporate Governance Public Companies
8. Some Thoughts for Boards of Directors in 2018
  
  Explore corpgov.law.harvard.edu Jan 10 2018 Partner Publications
  
  As 2017 draws to a conclusion and we reflect on the evolution of corporate governance since the turn of the millennium, a recurring question percolating in boardrooms and among shareholders and other stakeholders, academics and politicians is: what’s next on the horizon for corporate governance? In many respects, we seem to have reached a point of relative stasis. The governance and takeover defense profiles of U.S. public companies have been transformed by the widespread adoption of virtually all of the “best practices” advocated to enhance the rights of shareholders and weaken takeover defenses.
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  Mentions: Corporate Governance Public Companies Takeover
9. Global and Regional Trends in Corporate Governance for 2018
  
  Explore corpgov.law.harvard.edu Jan 10 2018 Partner Publications
  
  At the end of each year, Russell Reynolds Associates interviews over 30 institutional and activist investors, pension fund managers, public company directors, proxy advisors, and other corporate governance professionals in five key markets regarding the trends and challenges that public company boards will face in the following year.
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  Mentions: Activist Investors Corporate Governance Investors
10. Boards Must Be More Combative
  
  Explore Harvard Business Review Sep 26 2017 Partner Publications
  
  Boards of directors play two roles. They must protect value by helping companies avoid unnecessary risks, and they must build value by ensuring that companies change quickly enough to address emerging competitive threats, evolving customer preferences, and disruptive technologies.
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  Mentions: Board Governance
11. How CEOs Can Work with an Active Board
  
  Explore Harvard Business Review Sep 26 2017 Partner Publications
  
  At companies of almost all sizes, across all sectors, boards are undergoing a profound transformation. Largely as a result of intensifying shareholder intolerance of mediocre or poor corporate performance, the ceremonial boards of the past are being replaced by active boards that are more demanding of managers and more intrusive in their affairs.
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  Mentions: Board Governance Corporate Performance
12. Too Much Charisma Can Make Leaders Look Less Effective
  
  Explore Harvard Business Review Sep 26 2017 Partner Publications
  
  Conventional wisdom suggests that the most charismatic leaders are also the best leaders. Charismatic leaders have, for instance, the ability to inspire otherstoward higher levels of performance and to instill deep levels of commitment, trust, and satisfaction. As a result, they are generally perceived by their subordinates to be more effective, compared with less charismatic leaders.
  
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  Mentions: Leadership
13. How CEOs Can Work with an Active Board
  
  Explore Harvard Business Review Sep 5 2017 Partner Publications
  
  At companies of almost all sizes, across all sectors, boards are undergoing a profound transformation. Largely as a result of intensifying shareholder intolerance of mediocre or poor corporate performance, the ceremonial boards of the past are being replaced by active boards that are more demanding of managers and more intrusive in their affairs.
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  Mentions: Board Governance Corporate Performance
14. Research: Board Directors Are More Likely to Leave When a Firm Is Getting Criticized
  
  Explore Harvard Business Review Sep 5 2017 Partner Publications
  
  In 2013 an activist investor criticized the board at ConMed for a “culture of nepotism, patronage, and dystopian corporate governance.” Director Stephen Mandia, who had served on the board for 12 years, departed shortly after. Two other directors stayed on the board but picked up additional board seats at other firms within the year. When Baker Hughes and Halliburton were both downgraded by equity analysts following an Obama administration oil drilling ban in 2010, several of their long-serving directors decamped to take up seats at other firms. What these examples suggest is that directors will leave firms that experience negative ...
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  Mentions: Board Governance Corporate Governance Halliburton
15. How Boards Prepare for an Unpredictable Crisis
  
  Explore BoardProspects Sep 5 2017 Partner Publications
  
  As Tropical Storm Harvey, formerly a Category 4 hurricane that brought a deadly amount of rain to East Texas, makes its final landfall, and as North Korea's most recent missile launch over Japan may serve as prelude to more military operations directed at the U.S. territory of Guam, corporate boards are finding it difficult to prepare for a disaster that by its nature is unpredictable, executive search firm consultants said.
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  Mentions: Board Governance crisis Japan
16. How Boards Should Evaluate Their Own Performance
  
  Explore Harvard Business Review Jul 26 2017 Partner Publications
  
  The New York Stock Exchange requires that the boards of all publicly traded corporations conduct a self-evaluation at least annually to determine whether they are functioning effectively. The purpose of the exercise is to ensure that boards are staffed and led appropriately, that board members are effective in fulfilling their obligations, and that reliable processes are in place to satisfy important oversight requirements.
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  Mentions: Board Governance Board Recruitment Corporate Governance
17. What Sets Successful CEOs Apart
  
  Explore Harvard Business Review Jul 26 2017 Partner Publications
  
  The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune 500 were involuntary, according to the Conference Board. The fallout from these dismissals can be staggering: Forced turnover at the top costs shareholders an estimated $112 billion in lost market value annually, a 2014 PwC study of the world’s 2,500 largest companies showed.
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  Mentions: Conference Corporate Governance CEO
18. The Board Directors You Need for a Digital Transformation
  
  Explore Harvard Business Review Jul 26 2017 Partner Publications
  
  When the term digital transformation was first bandied about by consultants and business publications, its implications were more about keeping up and catching up than true transformation. Additionally, at first it was only applied to large, traditional organizations struggling, or experimenting, in an increasingly digital economy. But true digital transformation requires so much more. As evidenced by the recent Amazon acquisition of Whole Foods, we’re living in a new world.
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  Mentions: Corporate Governance Whole Foods Amazon
19. Corporate Law & Governance Update: June 2017
  
  Explore National Law Review Jun 2 2017 Partner Publications
  
  An important new study concludes that CEO terminations for ethical lapses (as a percentage of overall CEO successions) has dramatically increased over the last five years. The study also reflects the willingness of boards to reclaim compensation from so called "unethical CEOs.” The survey results are suggestive of a growing climate of accountability in corporate boardrooms across the globe...
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  Mentions: National Association of Corporate Directors CEO Cybersecurity
20. The 11 Most Highly Compensated Female Channel Execs Of 2016
  
  Explore Women Of The Channel Jun 1 2017 Partner Publications
  
  Women of the Channel broke out the highest compensated female executives in the tech channel in 2016. Here's who made the list.
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  Mentions: stock options
21. Board Directors Should Be Paid Only in Equity
  
  Explore Harvard Business Review May 19 2017 Partner Publications
  
  When a corporate scandal breaks – like the recent one at Wells Fargo or earlier ones at Lehman, Enron, or Qwest – the question is always raised: what was the board of directors doing while the managers in these companies were involved in such unprofessional behavior? The answer is that, like most of us, directors respond to incentives. And my research suggests that those incentives need to change.
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  Mentions: Board Governance Corporate Governance BoardProspects
22. Your First Corporate Board Appointment
  
  Explore BoardProspects Blog May 18 2017 Partner Publications
  
  Finally – your value proposition to a board of directors has been recognized and the board recruitment process is complete. And now you've been appointed for the first time to a corporate board. Congratulations are definitely in order. But where do you go from here?
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  Mentions: Corporate Board Member Board Governance Board Recruitment
23. How Attorneys Can Navigate a Career Toward the Boardroom
  
  Explore Corporate Counsel May 5 2017 Partner Publications
  
  Attorneys are often considered natural fits to serve on a public or private company's board of directors . Not only can they find personal fulfillment and ...
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  Mentions: Attorneys Chairman
24. 2016 Board Practices Report
  
  Explore Deloitte US Apr 20 2017 Partner Publications
  
  The 2016 Board Practices Report: A transparent look at the work of the board, provides extensive data on current issues and trends in a wide variety of corporate governance areas, including some of the most pressing issues companies face in the current environment.
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  Mentions: Center for Board Governance Board Governance Corporate Performance
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