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| Article Archive |
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Access more than 500-plus authoritative articles published by Directors & Boards For your convenience, the pop-up menu above provides
quick and easy access to 55 essential reference topics. New articles are
frequently posted. |
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Article reprints are $10 each. Click to add to shopping cartCrisis Management  What Is Your Board's Embarrassment IQ? -- This quiz will place you on a scale ranging from "I sleep well at night" to "I must take immediate action." By FiscalDoctor CEO Gary W. Patterson.
Fourth Quarter 2007 [2 page(s)] Dos and Don'ts For A Board Investigation -- Worried about renegade fellow directors in your midst acting without authority and seeking advantage? Proceed cautiously in your zeal to protect the company and yourself - investigations are dangerous. By George A. Stamboulidis and Jamie Pfeffer
Third Quarter 2007 [4 page(s)] When the Alligator Is about to Bite -- A tale of crisis management at Control Data: ‘We believed we could do anything, and that innovation would overcome all obstacles.’ Not a chance. By former Control Data CEO Robert Price.
Third Quarter 2006 [1 page(s)] Status Quo at the Abyss? -- Faced with an impending liquidity crisis, directors must consider multiple options — one of which is, yes, to maintain the status quo and do nothing. By Gordian Group’s Henry Owsley and Peter Kaufman.
Third Quarter 2006 [1 page(s)] Board Decisions on Executive Protection -- Considerations for directors in ensuring that the company has a properly designed, managed, and funded executive protection program. By James B. Mintz, James H. Rowe, and Michael Anthony of James Mintz Group Inc.
Third Quarter 2005 [3 page(s)] The Workout Board Member -- Why every board should have a turnaround expert on it. By Suzanne Hopgood of Hopgood Group LLC.
Second Quarter 2005 [3 page(s)] In Readiness for an Internal Investigation -- Boards should be prepared to undertake complex and wide-ranging investigations. Here is the plan to develop now to deal with the inevitable. By Lee M. Dewey and Peter C. Sprung of BDO Seidman LLP.
First Quarter 2005 [4 page(s)] Flat Sales, Flat Board -- There's no fizz in the way Coca-Cola's directors have been acting of late. By Directors & Boards columnist Gary Sutton.
Fall 2004 [1 page(s)] When It's Time to Say, 'Stop This Bus!' -- Directors must track problems and take action at an early stage. Here are the warning signs for when to say, 'Stop ... Let's make sure we're going in the right direction.' By Al Koch and Bettina Whyte of AlixPartners LLC.
Fall 2004 [4 page(s)] How Boards Can Head Off Problems -- A performance 'QuickView' is a tool that allows directors to become an extra set of eyes on the business, ever watchful for performance degradation. By Jim Peters of AlixPartners LLC.
Fall 2003 [3 page(s)] Why CEOs Fail -- There are common themes in the tales of CEOs who lead their companies into troubled waters. Enron's interim CEO identifies those root causes of failure. By Stephen Cooper of Kroll Zolfo Cooper.
Fall 2002 [3 page(s)] Seeing Around Corners -- Spotting problems before they become catastrophes is the special talent that directors have always needed, and will need even more so in the future. By Norman Augustine, former chairman of Lockheed Martin Corp.
Fall 2002 [5 page(s)] Spare Yourself from a Capital Crisis -- Mismanagement can occur in the blink of an eye when business circumstances change. An overarching principle: Managing your working capital is vital. By Carter Pate of PricewaterhouseCoopers.
Summer 2002 [3 page(s)] Tyco's Betrayal of Board Governance -- From this tangled web of value- and trust-destroying exploits, some recommendations for director accountability readily suggest themselves. By Pascal Levensohn of Levensohn Capital Management.
Summer 2002 [4 page(s)] An Ounce of Crisis Prevention -- Corporate entities and overseers have been well served by following these prudent readiness measures. By Ralph Ferrara and Philip Khinda of Debevoise & Plimpton.
Spring 2002 [1 page(s)] Corporate Governance and Crisis Management -- Developing an effective crisis management strategy is not an optional activity for a corporation -- it is at the heart of good corporate governance. Here are the principles of a comprehensive crisis plan. By Ambassador L. Paul Bremer of Marsh Crisis Consulting.
Winter 2002 [5 page(s)] The Board and Box Canyons -- When good companies find themselves in bad trouble: One CEO's playbook for navigating safe passage. By Robert Palmisano, then-CEO of MacroChem Corp.
Winter 2001 [3 page(s)] Regaining Credibility After a Crisis -- Facing horrific problems of fraud and deceit, here are the steps that Cendant management took to preserve the corporation and regain credibility with investors. A frank account authored by the company's chairman and CEO. By Henry Silverman.
Winter 2000 [7 page(s)] |
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