Vol. 31 Nbr. 5, September 2007
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- What can we learn from private equity?
- On golf and a road not taken.
- The thin edge of the wedge: 'say on pay' prompts a perusal of prerogatives and powers.
- It's the cash flow, baby: the solution to excessive CEO comp ... as well as the basis of my personal investment strategy.
- The D & O insurance market is soft: what you can do to take advantage of changing market conditions.
- Don't run from the 'Just for Feet' finding: it's not another Van Gorkom, but it is a strong reminder of how careful and attentive directors need to be.
- The hybrid M & A deal: as Dean Foods demonstrates, this is a compelling way to obtain new technology and products with minimal capital risk.
- Will independence really matter? For mutual fund boards, the SEC should be focused on the drivers of shareholder value.
- A new glass ceiling in the boardroom? Representation of women on corporate boards seems to be stagnating. Here's why.
- A private equity approach to building a strong board: based on our experience in working with hundreds of management teams, here are six key strategies for fast-growing companies to create the optimal board.
- New vibrancy for an old form of business; Today's gravitational pull to private ownership affirms the advantages of an enduring organizational structure: the mutual company.
- Amassing your governance capital: getting on a corporate board is about who you know (network), how you conduct yourself (character), and what you bring to the table (expertise). Exercising leadership on nonprofit boards is a winning start to the process.
- 'Climate crisis' needn't mean corporate crisis: boards that want to be part of the solution can take steps right now to respond to a concern that is driving societal debate and investor attention.
- Turbocharging your board assessment: have your performance evaluation initiatives run out of gas? Here is what some of the best boards are doing to rev up the value of this exercise.
- D & O insurance lessons from 'just for Feet'; A classic disaster situation: not enough insurance, bankruptcy, and inability to indemnify the directors.
- Dos and don'ts for a board investigation: worried about renegade fellow directors in your midst acting without authority and seeking advantage? Proceed cautiously in your zeal to protect the company and yourself.
- How to get the best out of a golf outing: take full advantage of the opportunities an event like this offers to develop relationships important to you and your business.
- Book it: best bets for board reading; Leadership insights from a roundup of new books on such subjects as shareholder power, strategic risks, the mojo of Maslow, the new enforcement climate, and getting your 'buzz' on.
- The role of the CEO in board selection: too much, or too little, involvement can be problematic. Here is a best-practices process for CEO input and participation in the search for a new board member.
- Directors Roster: a quarterly record of new director appointments.
- Company index.
- Director index.
- 'Directors, board of': the 'up' chapter; A gem of governance wit and wisdom, newly dusted off.