Directors should plan for risks in talent, supply chain, public health and more
Betsy Atkins, board member for Wynn Las Vegas and Volvo Car Group, explores promine
Joyce Cacho, board member for Sunrise Banks NA and World Benchmarking Alliance, exp
Now is a good time to revisit risk assumptions with management.
Anticipating emerging risks means reshaping the board.
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. Shanah to it Board. He served as the 33rd United States Deputy Secretary of Defense from 2017 to 2019…
The famous Marilyn Monroe comedy “The Seven Year Itch” examines the natural tendency of people to get bored and complacent after seven years of a relationship. Is it possible that companies and directors need to act after seven years to remove complacency and stay fresh and engaged? Let’s consider why companies and boards need to address the issue in a way that benefits all concerned.
In the Beginning
Early in my career I had a boss, successful and entrepreneurial, who gave me this piece of advice: “Jim, you have to give people ideas. Most people do not have ideas.”
Most people have ideas . . . but I know what he meant. His longstanding success was based on giving people ideas that grew sales, helped develop new products and services, started new businesses, honed new strategies, forced new ways of looking at their operation . . . in short, ideas that created value.
Those are the ideas that are in short supply and high demand.
The growing focus on board composition is a positive development in corporate governance, but board composition also has provided activist investors with another powerful potential lever by which they can attempt to wrest control of companies in their sights. Agree or disagree?
Getting ready to serve on a board begins with one’s own career performance and planning; but it doesn’t stop there. Success as a board member starts from the day you get an invitation to join. Here are tips for doing a good job as a director, from day one:
My game changer
From iCompete by John T. Hewitt. Copyright ©2015 by JTH Publishing LLC. Published by A Book’s Mind (www.abooksmind.com).
A key focus of this year’s survey on shareholder relations and annual meetings was on the importance of proxy proposals to the overall governance process. And our director respondents tended to reflect three board categories of response.
Many told us that such proxy proposals were not important at all to the overall governance process because the proxy proposals they have received were off the mark.
Research has shown that board diversity enhances corporate performance, and failing to address the gender gap can have both economic and cultural consequences. However, in most companies, both public and private, women directors remain remarkably underrepresented. While there is generally good data on boardroom diversity for public companies, there is still little to be found on how private company boards are addressing the gender gap.
