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    1. Why CIOs Make Great Board Directors

      Why CIOs Make Great Board Directors

      It’s no wonder CIOs are the fastest-growing addition to the boardroom: They can help address a host of issues of crucial importance to boards, including using technologies to create operational efficiencies and competitive advantage; identifying opportunities related to cloud computing, digitization, and data; addressing threats and risks associated with information security; and using their experience and judgment to oversee, question, and provide input on technology budgets.

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    2. Saving a Family Business from Emotional Dysfunction

      Saving a Family Business from Emotional Dysfunction

      As the company continues to grow, a strong board of directors is needed. Effective boards of family businesses differ from the boards of public companies; they play a critical bridging role with the family council, balancing the needs of the family and the corporate system. To be an effective board member, the person selected needs a deep understanding of the relationship between the family’s values and goals and the company’s culture. Such a person can be helpful for serving as an arbiter between people like Joseph and their parents...

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    3. The Fastest-Growing Cause for Shareholders Is Sustainability

      The Fastest-Growing Cause for Shareholders Is Sustainability

      Ask someone to name the demands that activist hedge funds make of companies and they’ll likely list corporate governance issues like board changes and executive compensation, or perhaps some form of restructuring. In fact, the largest number of shareholder resolutions filed by investors — the method through which activists work — now concern social and environmental issues ...

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    4. What Makes Great Boards Great

      What Makes Great Boards Great

      Board members are assumed to be more vigilant if they hold big chunks of the company’s stock—but data from the Corporate Library don’t suggest that this measure by itself separates good boards from bad, either. Several members of the board of GE, Fortune’s most-admired corporation in 2001, had less than $100,000 of equity, whereas all board members of the least-admired companies held substantial equity stakes. Not only did all but one of the Enron board members own impressive amounts of equity in the company, but some were still buying as the shares collapsed.....

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      Mentions: Enron
    5. Your Company Needs a More-Radical Board of Directors

      Your Company Needs a More-Radical Board of Directors

      What’s a typical independent director’s worst nightmare? My guess is that while a poor balance sheet might cause restless sleep, it’s the thought of an incorrectly reported balance sheet that brings on night terrors. It’s not surprising. Remember the public shaming – and heavy sentences — heaped on Enronand Worldcom for their accounting (and more importantly, ethical) failures?...

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    6. Index Funds Are Improving Corporate Governance

      Index Funds Are Improving Corporate Governance

      The rise of mutual funds designed to mimic stock indices rather than outperform them seems destined to change the dynamic of company boardrooms and executive suites. Since passive investors have dramatically more assets under management, they might be expected to exert more influence over corporate decision making ...

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    7. The Factors That Lead to High CEO Pay

      The Factors That Lead to High CEO Pay

      No matter where you live, the difference between how much CEOs are paid and how much the average worker takes home is, well, big. Probably even bigger than most people think. The reasons why the disparities vary country-to-country are complex, according to a recently accepted paper for the Strategic Management Journal by LSU E.J. Ourso College of Business professor Thomas Greckhamer...

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    8. Decide Whether That Board Seat Is Right for You

      Decide Whether That Board Seat Is Right for You

      For many executives, a corporate board seat is a coveted opportunity. But any invitation to take one should not be considered lightly. While the business world is overflowing with advice for companies in selecting board members, prospective directors themselves have little guidance in determining whether accepting a board seat is the right move for them. In decades past, the decision was easier, because a board seat was often a ceremonial position...

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      Mentions: CEO
    9. Why Boards Get C-Suite Succession So Wrong

      Why Boards Get C-Suite Succession So Wrong

      New reports from McKinsey and PwC paint a very bleak picture of C-suite succession practices in today’s corporations. According to the first study, a survey of 1,195 executives, nearly half of those who had ascended to top-level positions in their firms said they were unable to align colleagues around the goals they set out in the new role, while more than a third admitted that they had failed to meet those initial objectives...

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      Mentions: CEO
    10. Where Boards Fall Short

      Where Boards Fall Short

      Boards aren’t working. It’s been more than a decade since the first wave of post-Enron regulatory reforms, and despite a host of guidelines from independent watchdogs such as the International Corporate Governance Network, most boards aren’t delivering on their core mission: providing strong oversight and strategic support for management’s efforts to create long-term value. This isn’t just our opinion. Directors also believe boards are falling short, our research suggests...

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    49-65 of 65 « 1 2 3
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