Vol. 28 Nbr. 4, June 2004
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- Time to revisit your CIC agreements.
- The OPM factor.
- Lord Black and Duke Dick: directors are not, nor should they think of themselves as, ducal appointees.
- Is the hard market softening? What goes around comes around: important signs are pointing to a softening of the D & O insurance market.
- Process is no substitute for personal engagement: yes, there are lots of new rules, but they can't supplant actual involvement with management.
- The danger of overqualified directors: they looked impressive in the prospectus, but they didn't know what was happening on our street.
- Ideal composition of a board: the focus on independence overlooks the benefits of having a few insiders on the board.
- The war for talent; The trend is unmistakable: executives are opting for the world of private business.
- McKinsey's Marvin Bower.
- Joe Plumeri, playing in traffic: with his quest for adventure and 'just go for it' philosophy, the CEO of insurance broker Willis Group Holdings has got the competitive spirit kicking in again at this 175-year-old company.
- Warning--potential danger ahead! A business judge's starting list of yellow flags for the conscientious independent director.
- Six common mistakes of audit committees: from failing to fully understand complex accounting concepts to failing to interview key sales personnel, a repeating pattern emerges of shortcomings in the work of the audit committee.
- How liable are advisory boards? Since precedent is scarce, caution is prudent.
- Protecting your advisory board: uncertainty over liability exposure means that liability may exist, so various protections for an advisory board are still necessary.
- Managing the release of material information: what's new for directors in the SEC's new accelerated disclosure obligations.
- Executive committee: a vestigial appendage; In the post-Sarbanes-Oxley era, is there any rationale for having an executive committee of the board, or is it an artifact of a past era of governance?
- A director's guide to compliance software.
- The traps in designing benefit packages: when crafting benefit plans for their top brass, corporations often make these 10 common mistakes.
- 'Taking inventory' of the CEO: an effective assessment process will ensure the development of stronger CEOs. Here is a model of a comprehensive and fair process.
- Rising expectations of fund directors: mutual fund boards can take the lead in improving fund governance by ensuring that the board is truly independent and qualified, and by increasing the transparency of the nominating process.
- Directors Roster: a quarterly record of new director appointments sponsored by Spencer Stuart.
- Company index.
- Directors index.
- A ringside seat: board service is an education in American business at its best and worst.