In this issue, we look forward to defining what the major issues in governance are likely to be in the coming year.
In developing and maintaining an effective governance structure, private companies should bring the right people and perspectives to the table periodically to assess the governance structure, and to ensure that present and future governance structures meet the expectations of key stakeholders and serve as a foundation to achieve the company’s strategic objectives.
A new book by three veteran corporate governance leaders, Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way, asserts that as increased regulation, shareholder pressures, and governance reform have strengthened directors’ oversight abilities, these same forces have also strengthened their leadership skills.
Drawing from his deep and extensive reservoir of unique firsthand experience in business and consulting work around the globe, Dr. Larry Taylor illustrates in his book vivid real-life examples of the challenges independent corporate directors are facing and the boundless opportunities they have in contributing through their corporations to reaffirm the virtues of the free enterprise system.
Captain Robert Falcon Scott RN (center) and members of the ill-fated British expedition to Antarctica. The explorer and his team of four battled horrendous weather conditions to reach the pole on January 17, 1912, only to find that Norwegian adventurer Roald Amundsen had got there first.
Enterprise risk management (ERM) has become an effective lens through which board members can guide and monitor a company’s growth.
In considering the challenges faced by compensation committees in the coming year, the following Steve Hall's wish list for 2014.
SEC Hopes to Spur More IPOs in 2014 ; Hershey to Buy China Candy Maker for $498 Million; More
The burning issues likely to light up the corporate governance firmament in 2014.
A sweeping look at the people and events most likely to shape board agendas in 2014.
Oncologist. Public Servant. Academic. Board Director.
What will this approach mean to corporate directors striving to improve registrant compliance and minimize risk?
Don’t count on luck but rather on a plan that anticipates a breach.
Highlights from the annual public company governance survey show an increase in time commitment.
A director should generally not meet alone with a shareholder.
Internal auditing’s professional code of ethics…requires practitioners to uphold and apply to their work the principles of integrity, objectivity, and confidentiality. Are these not also critical attributes of directors?
Implementing a policy on director tenure could have major ramifications because of the significant influence proxy advisory firms now have in corporate elections.
Triple aims for board governance: board effectiveness, sustainable corporate success, and public trust.
Priorities for 2014 sharpen focus on key governance challenges.
Be sure your directors know what the investors know about your fellow board members.
U.S. capital markets provide companies with deep, well-regulated sources of financing and offer investors myriad ways to participate in economic growth.
Focus areas for micro- and small-cap-focused activist funds in 2014.
Directors need to understand how strategies are being applied or affected by the social world.
Imperatives for building and maintaining great management teams that will drive long-term success.
Highlights from the 2013 NACD Board Leadership Conference