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    1. So You Want to Join a Board

      So You Want to Join a Board

      Many senior managers desire — and are qualified — to join a board. And many companies around the world would greatly benefit from infusions of fresh talent and insight into their boards. Yet all too often board positions go to people who are already serving on other boards. So how can you, a promising potential new director, realize your aspiration...

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    2. Women on Boards: Another Year, Another Disappointment by Boris Groysberg and Deborah Be

      Women on Boards: Another Year, Another Disappointment by Boris Groysberg and Deborah Be

      “Still No Progress After Years of No Progress,” reads Catalyst’s recently released 2013 census of women directors and executive officers in the Fortune 500. Indeed, the news is not good: the percentage of women directors in the Fortune 500 at 16.9% has remained flat (it was 16.6% in 2012 and 16.1% in 2011). Why, when there’s so much conversation about the topic, are the numbers not moving? 

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    3. What Smart Boards Do When Investors Knock

      What Smart Boards Do When Investors Knock

      Bulls in a china shop—or catalysts for change?  The divides created when activist investors muscle their way onto boards as varied as those of Hewlett-Packard, J. C. Penny, and Yahoo can run as deep as those on Capitol Hill. Has Ralph Whitworth of Relational Investors restored shareholder value at HP?  Did William A. Ackman of Pershing Square Capital Management destroy value at J.C. Penney?  Has Daniel Loeb of Third Point rebuilt value at Yahoo...

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    4. Joining Boards: It's Not Just Who You Know That Matters

      Joining Boards: It's Not Just Who You Know That Matters

      For many, a corporate directorship is a career capstone. But attaining one is far from easy. No one can say for sure how to get on a corporate board, but many people point to two routes: the first is to break into the "right" network and the second is to seek a progression of board seats that begins with, for example, a seat on a not-for-profit or community board and eventually results in appointment to a corporate board.

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      Mentions: technology
    5. Citigroup: A Symbol of Board Resurgence?

      Citigroup: A Symbol of Board Resurgence?

      At the center of the corporate wreckage of the past fifteen years — the accounting scandals, the outright fraud, the environmental disasters, the financial meltdown — sits the boards of directors. Their failure to choose the right CEO and to provide appropriate oversight on core risks and opportunities has, in my view, reflected a broad failure of the corporate governance movement and its reliance on directors to effectively to oversee the corporation and its business leaders. Yet, the recent fa

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    6. Throwing Out Insiders Won't Fix Corporate Boards

      Throwing Out Insiders Won't Fix Corporate Boards

      Enron had quite an impressive board of directors. The 17-member group was almost certainly too big, but beyond that it met or exceeded most modern criteria for good corporate governance: company insiders were a tiny minority; the jobs of chairman and CEO were separated; the key role of audit committee chairman was held by a respected outsider who presumably understood accounting (at least, he taught it at Stanford). What could possibly go wrong? There's little or no evidence that the modern crit

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