In this issue


Buttressing Capitalism

Directors are spending more time discussing and evaluating talent, not just at the top but throughout the company. Once focused exclusively on the top one or two tiers reporting directly to the CEO, boards are now looking further down into the organization, even at entry-level recruiting. Directors in general and human resources committees in specific are taking an in-depth look at policies regarding hiring, training, compensating and career-pathing to ensure they align with both corporate strategy and corporate values.

The New Frontier of M&A and Corporate Boards

My retirement from teaching lasted less than a year.   

Focus on G, But Keep E at the Forefront

With temperatures continuing to climb globally and stakeholders demanding action, the environment will remain a priority for boards. The letter G is a wonderful letter. Some of my favorite words begin with it.  Gargantuan.   Gregarious.  Gobsmacked.  But the G word we chose to focus on for this issue is governance, mostly because when we talk about ESG issues for business, governance can get short shrift, with so many­ ­zeroing in on the environmental aspects of the term.

Character of the Corporation: Executive Compensation

The following is an excerpt from a conversation that took place at MLR Media's Character of the Corporation conference. Matt Vnuk: What should be incorporated into an executive bonus program?  

Character of the Corporation: Share Buybacks

The following is an excerpt from a conversation that took place at MLR Media's Character of the Corporation conference. Bill Rock: Is there anything inherently wrong with buybacks and returning capital to shareholders?   Margaret Jenkins: I don’t believe there is anything inherently wrong with buybacks if returning excess cash to shareholders is part of a company’s strategy. I believe there should be sufficient governance guardrails when making the decision, but I do support the practice.

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