D & O insurance and indemnification: both are critical to a
comprehensive director and officer liability protection program.(D &
SINCE THIS COLUMN'S debut nine years ago, we have regularly
written about protecting your personal assets from the costs of
litigation by means of well-negotiated directors' and
officers' (D & O) . . .
The times, they are a changin'.(LETTER FROM THE
CHAIRMAN)
I RECENTLY ADDRESSED a group of undergraduates at a world-renowned
university. The classroom was packed with young people eager to hear
from the publisher of DIRECTORS & BOARDS about "what . . .
Directors Roster: a quarterly record of new director
appointments.
THE DIRECTORS & BOARDS Directors Roster--a quarterly record of
new director appointments--is compiled from public and private sources
by the editorial staff of DIRECTORS & BOARDS and is sponsored . . .
Directors demand better engagement: how TXU Corp. is making sure
that its board sees the right things at the right times and in
LONG GONE ARE THE DAYS of directors accepting a one-way
conversation from management to board, poorly focused board meeting
materials, unclear lines of accountability, awkward communications, . . .
When a minority investor makes sense: the role of the board in
negotiating a minority investment.(CORPORATE REORGANIZATION)
There are two extremes with outside money: Either it's from a
bank that has no involvement in business operations, or the cash comes
from a majority investor or buyout that takes away control from . . .
Where is HR in the boardroom? Too often MIA during board
deliberation on succession and leadership development.(COMPETITIVE
EDGE
Boards that are "best in class" for talent development
and succession understand the need to collaborate with the CEO or other
members of top management on frank discussions about the . . .
From the outside looking in: checklist-ism won't tell you
what you might really need to know about a board.(QUIDDITIES)
AT A FEBRUARY 8 New York Society of Security Analysts corporate
governance conference, Holly Gregory of law firm Weil, Gotshal &
Manges voiced the important question, "How do we judge a
board's . . .
Director index.(DIRECTORS ROSTER)(List)
Affleck-Graves, John, Express-1 Expedited Solutions Inc.
Allison, M. Jay, Tidewater Inc.
Ayers, Robert L., Watts Water Technologies Inc.
Baker, W. Dean, Semtech Corp.
Bell, Mary H., HNI . . .
The 800-pound gorilla in the boardroom: EHS; We asked, they
answered: directors are giving unprecedented attention to environmen
NEW ISSUES seem to be barging into the boardroom at an ever-faster
pace as headlines announce another area of corporate governance that
needs quick attention. The high-profile shareholder disasters . . .
Book it: best bets for board reading; Plucked from the stack of
the top business books of the prime publishing season, here are
For this special feature, DIRECTORS & BOARDS has selected the following
portfolio of business books as worthy additions to an executive's
reading list. All excerpts are printed with permission of . . .
The core function: guidance or compliance? The former is
important, but the latter is crucial. Who else but the board would do
i
AS WE APPROACH the fifth anniversary of the adoption of the
Sarbanes-Oxley Act of 2002 (SOX), its critics are becoming more vocal.
Many, including the U.S. Chamber of Commerce, have decried . . .
Hit with the lucky stick.(EDITOR'S NOTE)
WE'RE ALL FAMILIAR with the expression "It's better
to be lucky than good" (or some variation thereof). I just heard an
appealing new take on that sentiment. A senior executive who was making
a . . .
Company index.(DIRECTORS ROSTER)(Brief article)(List)
Acxiom Corp.
Akamai Technologies Inc.
Alloy Inc.
Allstate Corp.
Alltel Corp.
American International Group Inc.
Ameriprise Financial Inc.
Apple Computer Inc.
Bioenvision Inc.
. . .
Compliance risk: a top-10 hit list; This 'grandmother
test' will be helpful in setting your compliance risk management
agenda fo
CORPORATE BOARDS are charged with overseeing two kinds of things:
anything that can kill a company (i.e., risk), and anything that can
make it rich (i.e., opportunity). Unfortunately, risks are . . .
When anger breaks out in the boardroom: think twice before you do
any table pounding--and then follow these 'rage' rules.(BOARD
BILLIONAIRE Kirk Kerkorian's ally Jerry York has quit the
General Motors board, but not before trading angry words more commonly
exchanged between street toughs than directors of one of the
world's . . .
When the accounting goes funny: pardon the rant--but I don't
like how some people are adding up the numbers.(SUTTON'S
LAWS)
FORGET everything you thought you ever knew about accounting,
because the SEC and FASB move the guidelines each year. This pursuit of
accounting perfection, of course, messes up year over year . . .
The 4 things everyone needs: you're either growing or
dying--'maintaining' doesn't count.(ENDNOTE)(Wins, Losses
and Lessons)(Exc
Ed. Note: Lou Holtz has had one of the most storied careers as a
college football coach from the 1960s into the 2000s. It's been
said that few people in the history of college sports have been . . .
A fine balance: what makes an effective lead director; With the
practice of naming lead directors at an all-time high, there sho
FROM ITS INCEPTION in the 1990s, the position of lead director has
offered a middle way between boards ruled by a CEO chairman and boards
chaired by a non-management director. After General Motors . . .
A board breach of confidentiality: Hewlett-Packard? No. a case
study from the nonprofit sector that has helpful lessons on tamin
TROUBLESOME BEHAVIORS of board members are tricky. No two
situations are alike and each case can have layers of complexity that
contribute to the overall negative effect. What may start out . . .
Strategy setters vs. strategy vetters: boards are not satisfied
with the role they are currently playing in strategy development
AFTER MORE THAN FIVE YEARS of near-complete focus on issues of
governance and compliance, boards are once again turning their attention
to strategy. Today's business world requires it. Competitors . . .
|
|