Although the calls for greater boardroom diversity are almost universal, there is a lack of consensus on a process for achieving this goal.

When directors begin to engage with the company outside of the boardroom, they’re able to contribute greater value at board meetings. But that’s not the only advantage they gain. Those directors have also automatically found another point of entry (or several) for delivering value. By reaching outside the boardroom to gain perspective, they’re allowing more people from the company to benefit from their experiences and expertise.

Goldman Sachs has named James J. Schiro lead director of the board, while John H. Bryan and Lois D. Juliber have opted to not stand for re-election at this year's shareholder meeting.

Goldman Sachs Group has agreed to name an independent lead director, speculated to be former Sara Lee CEO John H. Bryan, to quell AFSCME's opposition to splitting the chairman and CEO roles.

Boards want new directors with both fresh perspectives and extensive experience.

A bevy of action items for nominating/governance committees: listen, question, and be prepared for more regulation.

Broadridge ups ante to increase shareholder participation.

Directors must work to increase communication with critical stakeholder groups to stay aware of potential risks.

Board committees on science and technology gain visibility, momentum.

Lehman Brothers and American Airlines/AMR recently constructed boards to oversee different phases of the bankruptcy process.

An excerpt from Richard M. Steinberg's Governance, Risk Management, and Compliance: It Can’t Happen to Us—Avoiding Corporate Disaster While Driving Success.

Diversity experts gathered to address actions that can be taken to "move the needle" on women's leadership.

Strong and knowledgeable human resources heads are increasingly taking a place at the table alongside their legal and financial counterparts.

This marks the first year companies filed proxy statements requiring advisory shareholder votes on executive compensation (say on pay), and the second year under the Securities and Exchange Commission’s proxy disclosure enhancements rule. Despite these changes, almost two-thirds of directors believe the current disclosure requirements for corporate governance are adequate, while 31.3 percent say they are excessive and should be reduced.

In an environment in which “finger-pointing” is more frequently the order of the day, the “bulls-eye” of scrutiny is increasingly being pasted on the backs of corporate leadership—temptingly so in situations involving allegations of self dealing and conflict of interest.

ISS has released its updated proxy voting policy for the 2012 proxy season, reflecting changes in its stances on key issues such as say on pay, proxy access and incentive bonus plans.

The fourth annual ranking of the Chief Executive/Applied Finance Group wealth creators—and destroyers—finds that discipline is rewarded.

A conversation about what has—and hasn’t—changed for compensation committees with Robin A. Ferracone and Arthur C. Martinez.

Corporations should be wary of growing calls for decreased executive compensation, particularly at poorly performing companies.

To help investors avoid losses caused by ESG crises, GMI has launched the GMI Analyst platform, which contains ESG risk ratings for 4,200 companies.