Vol. 32 Nbr. 2, January 2008
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- Penned from Phnom Penh.
- Transitions 101.
- Alignment strikes out: this screwball notion never stood a chance--at least not with Yankees manager Joe Torre.
- Two outrageous tales of outsourcing: hiring outsiders to evaluate executives sets a new high standard for buck-passing.
- Balancing acts: for directors, the virtue of independence should be leavened with the strengths of industry knowledge and experience.
- D & O liability dangers outside the U.S. borders: in foreign venues, individual risk can be amplified. Here are some questions for your chief risk officer.
- The enemy: compliance fragmentation; Automate, centralize, and coordinate your way to an improved GRC process.
- Managing the black ink and red flags of FX: quantifying foreign exchange risk is harder than you think.
- The other private equity: despite the credit crunch, growth equity spurs innovation, promotes economic growth, and builds strong public companies.
- Big fish, little pond: how large-company execs best fit into smaller businesses ... and their boardrooms.
- Top 10 ways to avoid trouble in China: on 'being yourself'--not!--and other ways Westerners are advised to tread with care.
- A postcard from the edge; Dad's message: 'Corporate America is in trouble, and it's time for a change!' Remembering Stanley Foster Reed (1917-2007), founder of Directors & Boards.
- Why so many companies fail at succession; A focus on three circumstances that can cause self-destructive behavior in leader selection, even for the well-managed companies: the style of the incumbent CEO, rapid growth, and strategic inflection. What's a board to do?
- Be strategic about board composition: it is naive to assume that all directors are equally capable in every respect. Boards need to be built on multiple diverse talents and perspectives to execute their responsibilities effectively.
- Worried about your global partners? If implemented properly, investigative due diligence is unsurpassed as a low-cost, high-value tool in learning about a company's overseas connections--particularly in light of stepped-up enforcement of the Foreign Corrupt Practices Act.
- Setting executive pay in the 'hard spot'; The big challenge: when financial performance is strong but the stock price has not yet responded to reward shareholders. What should the compensation committee do in this scenario?
- The compensation committee recharged: what's being asked of the committee in the coming year challenges the traditional distinction between oversight and management. How should the members fulfill their expanded role?
- Is a health care executive on board? The health care industry is one tough business--breeding a pool of board candidates experienced in dealing with the most difficult challenges facing Corporate America today.
- SRI: No longer a niche investment strategy; Being included in socially responsible investment indexes has its rewards. Does your company qualify?
- Kidnap and ransom: is the risk so remote? Here is what you need to know about K & R insurance in today's dangerous world.
- Book it: best bets for board reading; From a roundup of new books, leadership insights on rethinking a succession plan, becoming a first-time president, stakeholder strategizing, VIP treatment, and an ISS-BRT pow-wow.
- Roadmap for successful succession planning: this robust four-step process enables the board to fully address its leadership transition responsibilities and help set the new CEO on the right course.
- Directors Roster: a quarterly record of new director appointments.
- Company index.
- Director index.
- A prime target: a personal rebellion against 'think-alike' boards motivated the founding of Directors & Boards.