NEWS AND ARTICLES
MORE NEWS & ARTICLES
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
What the smart boards will talk about first
Talent is the largest driver of value creation in any organization. As the world continues to shrink and technology enables companies to accelerate growth, how employers recruit, grow and manage their most precious resource — talent — is more crucial then ever.
The talent strategy questions every board should ask
Leadership capabilities are often only noticed in their absence, but by then it may be too late: strategies have faltered and opportunities are lost. A company’s talent strategy is crucial to performance, and boards of directors must be confident that the company is promoting, recruiting, and retaining competent leaders. While many directors feel ineffective in guiding talent strategy, posing the right questions to the top leadership team can support more vigorous — and effective — talent management and help avoid shortfalls.
Book it: Best bets 'for board reading
Of ‘thermostats’ and ‘thermometers’
From The Open Organization by Jim Whitehurst. Copyright ©2015 by Red Hat Inc. Published by Harvard Business Review Press (https://hbr.org).
Your D&O coverage: Do you have what you need ' and expect?
Any person who serves as a director or officer knows that a D&O policy should be purchased to protect the individual assets of those who serve the company as board members or executive officers. However, other than asking whether a D&O policy exists, most directors and officers do not know how D&O insurance works, who has access to that coverage, and whether the policy really will serve as the last line of defense against their homes, personal assets, and life savings.
How CEOs succeed: 'Think big, start small, move fast'
Bain released research in 2012 on public companies generating above $500 million in revenues in 12 developed and emerging economies. There was no good news. Eighty percent of the 2,000 companies they assessed believed they were doing well. Yet, according to stakeholders, only about 10% were actually doing as well as they thought. And only 11% were able to sustain profitable growth.
Better boards for a better world
Resident expertise: 'Digital directors 'at the board table
A commercial company’s long-term viability could be threatened if there isn’t any digital expertise resident at the board table.
Riding the technology S-curve
I’m writing this article in a plane over the Atlantic, returning from the 2015 Mobile World Congress in Barcelona. More than 90,000 people attended this four-day technology feeding frenzy — representing not just mobile device manufacturers and phone networks, but app makers, accessory manufacturers, computer companies, consulting firms, cloud vendors, social media platforms, connected infrastructure outfits, online security vendors, and even various country and province governments.
Technology: It's not 'just about cyber
Cyber-attacks on businesses and governments are constantly in the headlines. Corporate boards recognize the severity of this threat and are beginning to ask questions surrounding their company’s cyber capabilities. This is necessary, and a good start, but not sufficient.
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…