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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 cartStrategy  You're More Than the 'Hall Monitor' -- How directors contribute to strategy development determines the real value they add to a company. But strategy is hard work. By corporate director and board consultant Mike Kipp.
Fourth Quarter 2007 [3 page(s)] Strategy Setters Vs. Strategy Vetters -- Boards are not satisfied with the role they are playing in strategy development. Here is what they want and need to get more engaged in the process. By Michael C. Mankins of Bain & Co.
First Quarter 2007 [4 page(s)] Feeding a Board’s Appetite for Strategy -- How do you get a board more engaged in strategy development? Three critical success factors come up consistently among those who do it well. By Numerof & Associates’s Jack Nightingale, Rita Numerof, and Michael Abrams.
Third Quarter 2006 [6 page(s)] Enrich Your Strategic Mind -- Try the Iliad, Moby Dick, and 1984 to become a better board contributor. By J. Phillips L. Johnston.
Third Quarter 2006 [2 page(s)] The Board's Broader Role in Strategy -- With more risks facing corporations than ever imagined, and risks that have bigger impact than they have had in the past, greater board involvement in strategy may be the best hope for staving off disaster. The 'dirty dozen strategy deficiency clues' that should set off alarms for further investigation. By Robert E. Mittelstaedt Jr. of the University of Arizona.
First Quarter 2005 [4 page(s)] Managing Risk -- to Your Company and You -- Enterprise risk management is a term increasingly heard in boardrooms. How ERM helps a company get to where it wants to go and avoid surprises along the way. By Richard Steinberg of Steinberg Governance Advisors Inc.
Spring 2004 [4 page(s)] A Futures Committee of the Board -- It's the rare company that has one, but maybe it's the rare company that doesn't need one. A case study of this committee's role and activities in overseeing corporate strategy development. By Roger D. Blackwell of Roger Blackwell Associates.
Fall 2002 [4 page(s)] The Director's Role in Strategy Development -- Despite inherent difficulties presented by board/management dynamics, many boards do a great job in ensuring a successful strategy. Here is what effective boards do. By Richard Steinberg and Catherine Bromilow of PricewaterhouseCoopers.
Fall 2000 [4 page(s)] Countering Strategic Risk with Pattern Thinking -- Because the game of business is becoming more like speed chess, corporate directors who actively instill pattern thinking throughout the management team can help prevent shareholder value from stagnating or collapsing. Here is a briefing on 30 identified profit patterns. The board's need to recognize these business trends will grow in the years ahead. By David Morrison and Kevin Mundt of Mercer Management Consultants.
Summer 1999 [5 page(s)] Strategic Support -- Thoughts on the board's role in the development of the company's strategic plan. Some tips for how directors can begin, and productively conduct, a sound planning process. By Thomas Horton, Directors & Boards columnist.
Winter 1999 [1 page(s)] A Director's Role in Strategy -- There has been no clear consensus on how a board should involve itself in strategy formulation. Here is a framework for fulfilling that function. By Hamilton W. Helmer of Helmer & Associates.
Spring 1996 [4 page(s)] The Next Step -- Sarbanes-Oxley may have hijacked the board's agenda; if so, it's time for directors to reengage in the strategy process. By Directors & Boards Editor James Kristie.
First Quarter 2005 [1 page(s)] |
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