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    1. Research: Activist Investors Are More Likely to Target Female CEOs

      Research: Activist Investors Are More Likely to Target Female CEOs

      Mary Barra, Meg Whitman, Indra Nooyi: These are just three of the women who have successfully broken through the notorious “glass ceiling” to become CEOs of large public firms. Although women are still underrepresented at the top of corporations, there is growing interest in understanding whether ...

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    2. How CEOs Can Work with an Active Board

      How CEOs Can Work with an Active Board

      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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    3. Too Much Charisma Can Make Leaders Look Less Effective

      Too Much Charisma Can Make Leaders Look Less Effective

      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
    4. How CEOs Can Work with an Active Board

      How CEOs Can Work with an Active Board

      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.

      Read Full Article
    5. Research: Board Directors Are More Likely to Leave When a Firm Is Getting Criticized

      Research: Board Directors Are More Likely to Leave When a Firm Is Getting Criticized

      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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    6. How Boards Should Evaluate Their Own Performance

      How Boards Should Evaluate Their Own Performance

      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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    7. What Sets Successful CEOs Apart

      What Sets Successful CEOs Apart

      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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    8. The Board Directors You Need for a Digital Transformation

      The Board Directors You Need for a Digital Transformation

      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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    9. Board Directors Should Be Paid Only in Equity

      Board Directors Should Be Paid Only in Equity

      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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    10. 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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    11. 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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    12. 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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    13. 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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    14. 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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    15. 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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    16. 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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    17. 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
    1-24 of 29 1 2 »
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