Vol. 27 No. 4, June 2003
Index
- Keynote speakers.
- Leaders confront new era in corporate governance during inaugural session of directors' college.
- Panel sessions: in addition to Keynote speakers, the 2002 Directors' College offered distinguished panels that discussed a range of current issues in corporate governance. Much of the focus of the panels was on the new Sarbanes-Oxley Act and supporting rules.
- PriceWaterhouseCoopers.
- Roundtables.
- Summary.
- Oversight to avoid an oversight.
- Joys aplenty.
- Access denied! Competing board candidates on one proxy card? Let's untwist this analytical pretzel.
- Why you should know about Side A insurance: consider these specialized policies when structuring your D&O insurance program.
- Soothsayers and silver tongues: have a low tolerance for excuses--particularly the handy 'beyond anyone's control' variety.
- COSO: the rise of the phoenix? For guidance on standards and systems of internal control, you may need to dig into a decade-old report.
- There's trouble in the trenches: boards need to assess the level of trust between the rank and file and the senior officers.
- PR pros passed over in board representation: it's woeful that in today's trust-heavy environment these senior counselors don't occupy a director's seat.
- Chairman of the Board: a Practical Guide.
- Corporate Boards That Create Value.
- The Productive Narcissist.
- 'The functions of a corporate director': an address before the Harvard Business School Club of Cleveland, May 31, 1949.
- Memorandum: regarding the responsibility of directors and an outline of the program suggested as the basis of cooperation between officers and directors of a corporation.
- Ground rules for great board meetings: what's involved in conducting a board meeting that meets everyone's expectations and moves the company forward? Let's open the venture capitalists' playbook to see what governance rules they favor to get results.
- VC and philanthropy: a vital joining forces: some institutions want to make money while others want to help society. Both goals can be achieved through philanthropic venture capital firms (PVCs), an innovative way for investors and philanthropists to achieve financial and humanitarian aims.
- Paradigm lost: the imperial CEO: if a board wants to effectively oversee a CEO, what should be done? Here is one set of recommended steps.
- Where to turn for legal advice? Both inside and outside corporate counsel play an important role in advising the board of directors.
- When conflicts arise: tales of an angry board.
- Director pay: overhaul in progress: a 'premium' for board leadership: changes in board governance--in terms of time, effort, role, and responsibility--are beginning to be matched by changes in board compensation.
- Financial reporting: the abuse-prone areas: a refresher on those elements of financial reports that are most vulnerable to impropriety, along with suggestions for avoiding deception.
- State of the D&O insurance market: rising rates ... scaled-back coverage ... risk-sharing mandates. What you need to know to navigate in the turbulent marketplace for director and officer protection.
- Directors' etiquette in a changing boardroom: the dynamic in the boardroom--and outside of it--may be somewhat different than in the past, but the core issues of what constitutes good governance and a high-performing board are unchanged.
- Get yourself 'carried to the top'.
- Directors roster: in affiliation with Spencer Stuart--a quarterly record of new director appointments.
- Put the customer back in the boardroom: directors: be diligent about monitoring the health of your company's No. 1 asset.