Vol. 33 No. 3, March 2009
Index
- Paradigm lost.
- An awesome stat.
- The full monty: following the logic of full disclosure, everything you might need to know about a CEO.
- Pass the tums, please: a brush with backdated options shows how precarious board service can be.
- Repricing challenges: directors need to weigh many competing considerations.
- The best time to review D&O coverage? Now: in these especially challenging times, take these steps to ensure you have the protection you need and deserve.
- Natural partners in a necessary partnership: with new legislation looming, the arm-in-arm relationship of academic research and business practice is more vital than ever.
- M&A thought process in turbulent times: the board's advice and consent on deal making over the next 12 months should be finely tuned to these three guideposts.
- Rick goings: 'we've got an incredible board: The Tupperware Brands CEO champions the value that directors can add ... as long as there is no crowding out of the board agenda what their top priority should be--to grow the company. 'We treat our board like they work here every day.
- Boards: build back, and build better: a director's obligation is to take the long look ahead and invest for the future to ensure that your companies--and your country--are engines of new ideas and competitive leadership.
- A director's 5 rules for difficult times: courage and confidence come from more than just keeping a close eye on cash flow.
- Independent? Yes ... no ... maybe ... maybe not! The NYSE director independence rules come to conclusions that other reasonable minds might differ with. Where to draw the lines on conflicts and relationships? And, are these rules enough?
- No parsley permitted: in compensation and succession oversight, the times require rising to a new level of everyday performance under extraordinary scrutiny.
- Opening keynote: rethinking Pay for performance: what have we learned about pay for performance in the current financial crisis that can help us do a better job in the future?
- Underwater stock options: timeless Issue for Tough Times; the continuing stock market meltdown poses a difficult question that many companies confront in economic downturns: what to do about "underwater" stock options.
- The case for an executive compensation standards board: if private industry does not act quickly to self regulate executive pay and set high standards, the government will try to do so, and as history has shown, it will not do it well.
- The directors & boards survey: CEO and executive compensation 2009.
- New deferred compensation statutes: will it ever end? Private equity fund sponsors need to watch out for section 457A, a new rule in the internal revenue code.
- Board succession planning: maintaining board strength: most boards work harder than ever on identifying a successor for the CEO but rarely engage in a sustained, focused effort to plan succession for themselves.
- Closing keynote: where were the boards? Directors were busy serving their board to the best of their abilities--but did they get the help they needed?
- Does your board need a risk committee? The benefits can be compelling, but creating a board-level risk committee can itself be risky business. Certain factors deserve particular attention in weighing whether to take such a step.
- Boards as overseers of human capital; Directors don't get enough of the right data, nor are enough experts sitting on the board. Improvement is needed: this was true before the recession, and even truer now.
- A high-performance team: identify, please: we asked three in-the-know executives what they would advise directors to look for in their top management team.
- Book it: best bets for board reading; From a roundup of new books, leadership insights on succession planning, finding a big idea, board-CEO decision making, developing esprit de corps, and the 'impossible scenario.'.
- Directors roster: a quarterly record of new director appointments.
- Company index.
- Director index.
- 'Where was the board?' Where was I? I had occasion to ask that when we board members put a company through chapter 11.