March 27, 2023

Five ways to strengthen board decision-making and benefit from the recent strug

March 24, 2023

Managing risk requires compliance program evaluation, thorough audits and a cle

March 23, 2023

My Board Journey

March 22, 2023

Investors are showing no hesitancy to object to nonpreferred pay decisions and

March 16, 2023

A new report finds CEO and CFO base salaries increasing but bonuses on the decl

March 14, 2023

What Directors are Thinking

March 9, 2023

With more than half of companies failing to plan for CEO succession, the topic

March 9, 2023

To contribute effectively during economic uncertainty, directors need candor, c

CEOs and Boards Are Putting Succession Plans to the Test

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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 Reflections on Talent

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Beth A. Brooke

Director Reflections on Talent

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Anna Catalano

Director, HF Sinclair Corporation, Frontdoor Inc., Ecovyst Inc., Hexion Inc.

The Future of Talent

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Boards must understand how their companies’ people strategy aligns with overall strategy and drives growth.

If You Haven’t Been a CEO, Can You Hire a CEO?

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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.

A Corporation’s Purpose: Disagreeing Without Being Disagreeable

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Boards must balance the interests of shareholders and stakeholders while maintaining a focus on value creation.

Do You Already Know Your Next CEO?

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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:

Women: Defy the Myths That Keep You From the Boardroom

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Go beyond the stats and accentuate the qualities that make you an ideal director.

Board Lessons From the Latest CEO Foundering

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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.  

Duty of Oversight in Disruptive Times

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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: