Essentials for the board-CFO relationship
  • By Charles Holley

Here is a set of questions boards can use to explore and define the attributes they might want from a CFO.

 

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35 for 35
  • By Jim Kristie

Pearls of governance wisdom and years of service, that is.

 

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Five risk-related concerns boards and CEOs must manage in 2017
  • By Theodore L. Dysart and Katie Graham Shannon

In this brave new world the challenge for companies is enormous, the possibilities are nearly limitless, and the risk of being marginalized is high.

 

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M&A, activism and shareholder dynamics — what has changed and what’s ahead?
  • By Bill Anderson and Amy Lissauer

Activists have been added to boards of 224 public companies since 2015.

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Should an activist be allowed to address the board?
  • By Jeremy Jacobs

Keep your friends close and your activists closer.

 

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There should be no desire for the CEO role
  • By Henry D. Wolfe

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The Chairman: Who’s in charge around here?
  • By Dennis Cagan

Simply put, this is where the ‘buck’ stops for a board to achieve its fullest potential.

 

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Making the best deal in 2017
  • By Betsy Atkins

What has changed that all boards need to consider in selecting an M&A advisor.

 

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Panel on climate risk: It’s real, it’s material, it’s a board issue
  • By Jim Kristie

A matter of morality? No. A matter of corporate risk and performance? Yes.

 

 

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Climate change and the corporate board: Too hot not to handle?
  • By Charles M. Elson and Nicholas J. Goossen

It is an issue that boards must deal with because many investors demand its consideration. Better yet, a board should consider climate change because it is the best interest of long-term shareholder value.

 

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