1. Articles in category: BoardKnowledge

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    1. How Much Should I Pay The Directors On My Board?

      How Much Should I Pay The Directors On My Board?

      Private companies continue to struggle with the question “How much should we pay our directors?” There are many variables that determine director compensation: number of yearly meetings, industry, business size, business structure and more. The challenge private companies’ face is that there are few data points against which private companies can benchmark their Board compensation plans...

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    2. Outside Director Compensation in VC/PE-backed Businesses

      Outside Director Compensation in VC/PE-backed Businesses
      This post is a little off-topic from where we've been (information services business analysis) - but I think it may be useful to many readers.
      As I poke around the information services space looking for my next great gig, I'm increasingly receiving invitations to join the boards of both VC- and PE-backed businesses...
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    3. Director Compensation in Early to Mid-Stage Angel Backed Companies

      Director Compensation in Early to Mid-Stage Angel Backed Companies

      Director compensations have risen dramatically over the past few years. There is still not much data available, especially for early and mid stage companies, but many people believe director compensations have increased by several hundred percent since the governance debacles of the late 1990's...

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    4. Board Compensation: 3 Charts On How Companies Pay Non-Investor Directors

      Board Compensation: 3 Charts On How Companies Pay Non-Investor Directors

      When board members are also investors in a company, their motivation is fairly clear: The better the company performs, the better the return on their investment. But what about non-investor board members? Private companies generally compensate independent directors with cash and/or a small amount of equity, either on a one-time or annual basis (or, sometimes, both)...

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    5. 2017 Agenda: Priorities for Boards, Audit Committees and Private Companies

      2017 Agenda: Priorities for Boards, Audit Committees and Private Companies

      2017 Agenda: Priorities for Boards, Audit Committees and Private Companies Political swings, global volatility, technology innovations and investor expectations will require deeper board engagement 33 NEW YORK , Jan. 3, 2017 /PRNewswire/ -- Drawing on interactions with corporate directors and business leaders as well as insights from its research, the KPMG Board Leadership Center has published three reports highlighting critical issues for corporate board members, audit committee members and private company directors as they carry out their 2017 agendas. Read all three reports at kpmg.com/blc . Board Agenda KPMG's On the 2017 Board Agenda highlights eight items for directors to ...

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    6. Study Examines How CEO Power Affects Companies in Times of Crisis

      Study Examines How CEO Power Affects Companies in Times of Crisis

      CEO governance is an important issue, Nanda said. Regulatory response has been to increase the power of the board or make the board independent of the CEO. Although there is some skepticism about the benefits of intervention, such as independent audit committees, on average, these regulations have helped ...

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    7. Here's the presentation David Einhorn just gave to a room of elite hedge fund managers

      Here's the presentation David Einhorn just gave to a room of elite hedge fund managers

      Last week, famed investor David Einhorn of hedge fund Greenlight Capital gave a presentation at the exclusive Robin Hood Investors Conference (it supports the charitable foundation of the same name, check that out here).

      In it, he explained his long thesis for pharmaceutical giant, Bayer.

      Last year Bayer spun off its chemicals company, Covestro, and then in September announced a deal to take over seed-maker Monsanto.

      See the rest of the story at Business Insider

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    8. 2016 Corporate Governance & Executive Compensation Survey

      2016 Corporate Governance & Executive Compensation Survey

      This year’s Survey, the 14th in our series, examines some of the most important governance and executive compensation practices facing boards today and identifies best practices and emerging trends. Our analysis will provide you with insights into how companies approach governance issues ...

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    9. Board Basics: Advisory Boards

      Board Basics: Advisory Boards

      As you complete your round of financing, you will undoubtedly talk with investors about forming a corporate board. You will also have any number of advisors who will not get seats on your corporate board. Enter the concept of the advisory board . Oftentimes new entrepreneurs are confused about the difference between advisory boards and corporate boards of directors ...

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    10. Fight Cybercrime During National Cyber Security Awareness Month: It's Time to Take Action, Safeguard Devices, and Protect Personal Information

      Fight Cybercrime During National Cyber Security Awareness Month: It's Time to Take Action, Safeguard Devices, and Protect Personal Information

      In an increasingly technology-oriented world, cybercrime has become all too common for both consumers and businesses. Internet crime takes many forms and includes everything from large-scale data breaches to consumer issues like identity theft ...

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    11. Landing Board Seats Live Webinar

      Landing Board Seats Live Webinar

      On Wednesday, November 19th from 11:00 AM - 12:00 Noon, BoardProspects will host Landing Board Seats - our first live webinar.  This concise, 60 minute webinar is designed to help make yourself marketable as a serious Board of Directors candidate.

      Landing Board Seats is taught by Michael K. Lorelli.  As an experienced CEO, a Certified Outside Director, and Private Equity Operating Partner, Mike has been a PepsiCo division President, twice, served on the boards of several public companies, and Chaired Compensation Committees. He is presently an Operating Partner at Falconhead Capital, and Executive Chairman of Rita's Italian Ices, and ...

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    12. Audit committee composition

      Audit committee composition

      As audit committees struggle to manage their evolving responsibilities in the shadow of the overarching issue of risk and its management, they are reassessing the skills and experience needed by the committee, and boards are adjusting their strategies for recruitment. Several themes emerged from the discussion in Rome:

      Financial expertise remains fundamental: An increase in responsibilities for most audit committees has not reduced the need for financial expertise, which remains a core requirement. On boards that lack finance committees, a focus on both the risks...

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    13. Maximize Your Board's Potential

      Maximize Your Board's Potential

      After three successful editions, The Decision Institute and Intrabond Capital will organize the 4th yearly executive seminar ‘Maximize Your Board’s Potential’ at the Harvard Faculty Club, Cambridge, MA from October 6-9, 2014. Discover how to
      provide governance support for effective boards and how to challenge the diffusion of power, governance and company performance. Please see our brochure and apply.

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      Mentions: Board Governance
    14. CEO Evaluations: Providing Feedback that Makes a Difference

      CEO Evaluations: Providing Feedback that Makes a Difference

      As year-end numbers are released and the Board wraps up items concerning the prior year, the task of conducting the CEO’s performance review moves higher on Directors’ to-do lists. The review often is placed on an already jam-packed agenda, resulting in a process that leaves both Directors and the CEO feeling the review was more a formality than an opportunity to provide meaningful feedback.

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    15. Enhancing audit committee reporting

      Enhancing audit committee reporting

      Audit committee chairs believe there is an incomplete understanding of how audit committees actually operate, based on discussions with policymakers on both sides of the Atlantic. Current reporting practices vary significantly from company to company. Could enhanced reporting from the audit committee become a vehicle for communicating more effectively about the work of the committee with policymakers and shareholders?

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    16. Enhancing audit committee report: a call to action

      Enhancing audit committee report: a call to action

      In collaboration with a number of nationally recognized governance organizations dedicated to enhancing audit committee performance, Tapestry Networks provides a report that encourages increased audit committee transparency. The “Call to Action” takes a practical approach to enhanced audit committee disclosures. It includes examples of emerging voluntary practices and cites studies that examine recent practice trends. 

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      Mentions: Audit Committee
    17. NASDAQ OMX Reports Record Fourth Quarter 2013 Results

      NASDAQ OMX Reports Record Fourth Quarter 2013 Results

      NEW YORK, Feb. 5, 2014 (GLOBE NEWSWIRE) -- The NASDAQ OMX Group, Inc. (Nasdaq:NDAQ) today reported results for the fourth quarter of 2013. Fourth quarter net revenues were $520 million, up from $422 million in the prior year period, driven by both acquisitions and organic growth in Technology Solutions, Information Services, and Listing Services. On an organic basis fourth quarter net revenues increased 5% year-over-year.

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    18. Enhancing Audit Committee Effectiveness

      Enhancing Audit Committee Effectiveness

      ECACN members said an effective audit committee is distinguished by the way it prepares to meet challenges and by the way it addresses unexpected situations as they arise. Members offered suggestions to foster relationships within the board, with management, and with the external auditor, and emphasized the importance of a free flow of information. The meeting discussion covered four broad themes

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    19. Working Paper: Making Risk Management a Value-Adding Function in the Boardroom

      Working Paper: Making Risk Management a Value-Adding Function in the Boardroom

      During the past decade, unforeseen risk combined with either poor or good risk management often had more impact on corporate performance than superior strategy or outstanding execution.  This working paper first examines the enterprise risk management (ERM) landscape: current shortfalls, potential benefits, and approaches.  To the growing body of common wisdom about ERM, it then adds eight recommendations designed to help boards understand, monitor, and manage risk more effectively.

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    20. Dialogue with institutional investors about audit policy

      Dialogue with institutional investors about audit policy

      After three successful editions, The Decision Institute and Intrabond Capital will organize the 4th yearly executive seminar ‘Maximize Your Board’s Potential’ at the Harvard Faculty Club, Cambridge, MA from October 6-9, 2014. Discover how to
      provide governance support for effective boards and how to challenge the diffusion of power, governance and company performance. Please see our brochure and apply.

      Maximize Your Board’s Potential is like playing the ‘Champions League’ in the field of corporate governance. This means much practice, knowledge, skill and inspiration by a very inspirational and professional group.” – Executive Vice President ABN AMRO Bank NV

      Key ...

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    21. Audit firm retendering and rotation

      Audit firm retendering and rotation

      Despite the intensive regulatory focus on how mandatory firm rotation could improve audit quality, there has been a lack of clarity on how this will be adopted by companies. With new requirements to rotate the audit firm spreading across Europe, audit chairs of European companies and leading experts and academics from Italy met to discuss emerging best practice around retendering the audit and managing the transition from the outgoing audit firm to the incoming firm.

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      Mentions: Audit Committee
    1-24 of 76 1 2 3 4 »
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