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Feb/March 2007

 

In this Issue:

Cover Story

Women on Boards: The Number May Be Shrinking

Directors should push search firms---and one another---to broaden recruitment efforts. Full Story

How to Fill the Leadership Gap

Since the talent gap will be most significant at the top, corporate boards need to take a defining role in how their organizations build and sustain their leadership pipelines. A key part of the board’s overall responsibility is to ensure the company’s continuing success, so directors must focus their own and management’s attention on meeting the leadership challenge. Full Story

Musical Chairs for Duke Energy's Board

A merger and a spinoff in rapid sucession force directors and executives into new roles. Full Story

Big Picture

Jim Robinson says boards should resist getting bogged down in compliance. And they should wrestle CEO pay down. Full Story

Optimizing the Disclosure Committee

When the Securities and Exchange Commission, in 2002, adopted its rules requiring public companies to maintain and periodically update their disclosure controls and procedures, it recommended (but did not require) that companies establish a disclosure committee, comprised of company officers and senior managers, to be responsible for the company’s public disclosures. Full Story

Back to School

A special section on some of the nation's top accredited governance programs Full Story

Executive Compensation: Getting Ready for the CD&A

The new form gives activists more ammunition. A Directorship discussion yielded thoughts on self-defense. Full Story

Legal Challenges Are Mounting Globally

Directors must anticipate new regulatory scrutiny and lawsuits around the world. Full Story

Beyond Whistle-Blowing: How Boards Must Shape Culture

Hoping people follow the rules isn't enough. Directors have to promote good values. Full Story

Is the Minority Yelling Too Loud?

A Conversation With Jay Lorsch Full Story