Culpability for the recent financial crisis can be shared among many parties, i
Boards must carefully evaluate their organizations’ risk functions to make sure
The treatment of a director on the occasion of their retirement reflects a comp
When looking to incentivize behavior tied to ESG goals, time-honored principles
To achieve their desired goals, boards must analyze their decision-making proce
Top executive succession rates climb as challenges multiply and boards gain confidence.
CEOs in 2021 were relatively comfortable in their roles, but 2022 could set records for CEO departures, according to CEO Succession Practices in the Russell 3000 and S&P 500: Live Dashboard, a project of The Conference Board and ESG data analytics firm ESGAUGE.
Director, HF Sinclair Corporation, Frontdoor Inc., Ecovyst Inc., Hexion Inc.
Boards must understand how their companies’ people strategy aligns with overall strategy and drives growth.
Board members who have educated themselves about the role of the CEO are well-equipped to make hiring decisions, even if they haven’t served in the role themselves.
Boards must balance the interests of shareholders and stakeholders while maintaining a focus on value creation.
An internal candidate may be your best choice, but make sure you evaluate the individual carefully.
Faced with a CEO succession, many corporate directors hope an internal change agent will emerge as a viable candidate for the role. What specifically are boards looking for in these internal candidates? Our experience with CEO succession over the last several years tells us that four priorities increasingly rise to the top:
Go beyond the stats and accentuate the qualities that make you an ideal director.
Some cautionary notes for directors.
The definitive studies of Sam Bankman-Fried (FTX’s collapse), Elon Musk (Twitter’s apparent implosion), Jack Welch (GE’s legendary CEO’s regrets), Bob Iger (Disney’s troubled succession), Mark Zuckerberg (Facebook/Meta’s internal and external struggles) and Howard Schultz (Starbucks’ second reappointment of Schultz as CEO) will come. But, in the meantime, even a superficial read of the news prompts a few quick reminders of best practices.
Reliable ERM processes and metrics are essential for protecting companies from excess risk.
Earlier this year, I served on the faculty for the 27th Annual Stanford Directors’ College. The program brought together CEOs, public company directors, investors, regulators and scholars to examine a broad range of corporate governance, risk management, macroeconomy, geopolitical and technology topics.
A common theme was board oversight of strategy and disruptive risks, including the following key trends:
Former Deputy Secretary of Defense, Patrick M. Shanahan joins Leidos board of directors
Leidos, a defense, aviation, information technology and biomedical research company, headquartered in Reston, Va., appointed Patrick M. Shanahan to its Board. He served as the 33rd United States Deputy Secretary of Defense from 2017 to…
