Vol. 30 No. 4, June 2006
Index
- The last plane out.
- Of tiffs and tips.
- Not the 'real thing': the flawed formula of Coca-Cola's board pay plan.
- There are no shareholders anymore: how to run a business when your ownership turns over every year (or less).
- Start off right with your D & O application: a strong D & O insurance policy needs a solid foundation.
- The new guardians? Institutional owners can exert a powerful influence on governance. The question is, will they ever embrace that role?
- Directors from academia can fill gaps in talent: there are three types, and each can make a distinctive contribution to a board's deliberations.
- Riding Shotgun.
- The board: independent and interdependent; The first quality enables us to preserve and protect; the second, to pursue higher standards of economic achievement.
- When the alligator is about to bite: at Control Data, we believed we could do anything, no matter how tough, and that innovation would overcome all obstacles. Were we set up for a crisis!(CRISIS MANAGEMENT)
- Status quo at the abyss?
- Feeding a board's 'appetite for strategy': how to get a board more engaged in strategy development? Three critical success factors come up consistently.
- Enrich your strategic mind.
- Spinoffs: how to build just the right board; How many new CEOs have the chance to put together their own board of directors? And, best of all, to do it the right way?
- Director pay: what makes sense today; Compensation received should reflect the work done. Here is a model for the new corporate governance era.
- 'Blood is thicker than EPS': how to excel as a board member of a family-owned company.
- Four tough questions about real estate: in an era of deeper engagement, look for real estate oversight to occupy more space on the board's agenda.
- Director's guide: personal wealth management; Tips, strategies, and tactics for directors interested in managing and growing their wealth.
- Succession: reaching in, reaching down, reaching out; Boards are taking a new approach to succession management to provide the right talent at the right time and place.
- Directors Roster: a quarterly record of new director appointments.
- Company index.
- Director index.
- A merger master's playbook: there is a time to buy and a time to sell, and always a time to do right for the shareholders.