Vol. 28 No. 2, January 2004
Index
- Feeling unloved?
- 'Another day in which to excel'.
- 'High noon' at the Magic Kingdom: 'do not forsake me, oh my darlin"--lessons from Gary and Grace.
- Good faith? Good luck! Two recent court decisions look to be embracing a new judicial device for finding liability.
- The Rodney Dangerfield of D & O policies: excess D & O insurance policies get no respect. Here's why they should.
- Identity theft: threat to corporate reputation; Companies that are aggressive in protecting their customers will enjoy enhanced brand awareness.
- The 'indispensable tool' of shareholder suits: private securities litigation is as important as ever as a remedy for failed governance.
- Thin on Top.
- Putting Investors First.
- A CEO looks at the director's role: the CEO should not try to be board members' best friend ... and other key principles of CEO-board relations.
- How leading a role for the lead director? In this time of ferment in governance practices, there are two strong cases to be made: that one individual should serve as both chairman and CEO; and that, under such an arrangement, the board must designate a 'lead' or 'presiding' director.
- In splitting leadership, look at CEO ownership: is it fair to ask executives with significant ownership to turn over the strategic oversight of their companies to an outside chairman?
- So, why be public? this is a question more and more companies have been asking. Many of the traditional advantages of being public are no longer valid, and the mounting costs all the more obvious.
- Dangerous currents: here is what can prompt even ordinary people to do bad things, and what board members must watch like hawks if they want to avoid ethical catastrophe.
- Hiring an outside CEO: a board's best moves; The real issue isn't whether to consider an outsider--it's the need to set very different expectations for outsiders than for insiders.
- Board tenure: how long is too long? There are benefits and risks in lengthy director tenure, but the biggest risk lies in not being strategic in your board talent management.
- Protecting 'You, Inc.': introducing the personal general counsel--an attorney whose primary responsibilities lie in protecting and representing the interests of the individual executive or director.
- Be 'best of breed' in governance disclosure: there is great ambiguity in Sarbanes-Oxley not only about what information pertinent to your governance should be distributed but also about where and how to distribute it.
- Boards and auditors face forbidden zones: now that many traditional ways of doing business with an auditor are either flatly prohibited or questionable, prudence dictates the adoption of new policies when engaging an auditor for tax services.
- SSBI: audit committees are leading the change; The latest Spencer Stuart Board Index captures a compelling snapshot of the post-Sarbanes-Oxley shifts under way in governance.
- Directors roster: in affiliation with Spencer Stuart--a quarterly record of new director appointments.
- Company index.
- The directors roster.
- Directors index.
- 'Directors are the front lines of capitalism': be proud--not defensive--about the job you are doing.