496 Posts Found

The big dysfunction that happens on boards is we say, “Let’s bring in outsiders, people with different backgrounds and representing different social, political, and economic interests.” That’s great, except now you have a roomful of people who don’t understand the business. The language these people have in common is financial accounting, so that’s what they concentrate on. As long as things are going great that’s … [ Read more ]

Content: Quotation | Author: Richard Rumelt | Source: McKinsey Quarterly | Subjects: Corporate Governance, Strategy

In a complex, fast-changing world, leadership teams are facing challenges that are bigger than ever while trying to reach goals that are sometimes seemingly at odds. A super leadership team must: 

• Guide the organization’s transformation while ensuring near-term performance.
• Shift from being a group of individual “superheroes” championing their own domains to putting the enterprise first—sometimes at the expense of team members’ individual agendas.
• Recognize the necessary behaviors

… [ Read more ]

Content: Article | Authors: Brittany Heflin, Jennifer Thomas, Jim Hemerling, Megan Lindley | Source: Boston Consulting Group (BCG) | Subjects: Corporate Governance, Leadership

This article consolidates insights from around 100 senior leaders on five common dilemmas that complicate their ability to lead in the face of competing priorities.

Content: Article | Authors: Gautam Kumra, Janice Koh, Jennifer Chiang, Joydeep Sengupta, Mukund Sridhar | Source: McKinsey Quarterly | Subject: Corporate Governance

It takes more than intuition and expertise to assemble a team of directors who can help firms stay profitable and healthy.

Content: Article | Authors: Stanislav Shekshnia, Vip Vyas | Source: INSEAD Knowledge | Subjects: Corporate Governance, Entrepreneurship

A data-driven look at the link between the strategic moves of new CEOs and the performance of their companies highlights the importance of quick action and of adopting an outsider’s perspective.

Content: Article | Authors: Kurt Strovink, Michael Birshan, Tom Meakin | Source: McKinsey Quarterly | Subject: Corporate Governance

While organization design gives your company structure, governance mechanisms are the crucial means by which it functions. They can either hinder or facilitate progress. For the best results, governance should be designed in a way that makes things clear and simple across the entire organization.

The first question to ask (and one of the most difficult to answer) is: who is ultimately responsible for making decisions? … [ Read more ]

Content: Quotation | Authors: Adithi Raju, Hagen Götz Hastenteufel, Luca Spring, Sarah Helm | Source: Kearney | Subjects: Corporate Governance, Organizational Behavior

Instead of asking [executive leadership team (ELT)] members to summarize how they are doing (which usually only yields positive reports), one CEO we know focuses the conversation on “What keeps you up at night?” At executive team meetings, she asks her direct reports to share their biggest challenges. Then as a team ELT members help one another by sharing ways they have successfully overcome such … [ Read more ]

Content: Quotation | Authors: Deborah Lovich, Henning Streubel, Joseph Halverson, Robert Werner | Source: Boston Consulting Group (BCG) | Subjects: Corporate Governance, Leadership, Management

McKinsey leaders have interviewed hundreds of CEOs and studied performance data on thousands more. We’ve published a number of leading articles, reports, and podcasts on the subject—as well as the 2023 bestselling book CEO Excellence. In this Explainer, we lay out the fundamentals of what it takes to succeed in the top job.

Content: Article | Source: McKinsey Quarterly | Subject: Corporate Governance

Shareholder cultivation in the age of stakeholder capitalism requires management to identify steward shareholders and then foster symbiotic relationships with them. The authors offer four sets of tools managers can use to cultivate steward shareholders. These tools are classified into four types based on two dimensions: time-to-efficacy, which refers to the time needed for the tactics to take effect, and implementation difficulty, which pertains to … [ Read more ]

Content: Article | Authors: Mark DesJardine, Wei Shi | Source: Harvard Business Review | Subject: Corporate Governance

The initial 100 days are a time for boldness and clarity—a time when CEOs can express the purest form of their vision for the company.

• CEOs should create an integrated narrative that lays out their ambition as well as their plans for transformation, stakeholder management, talent assessment, and communications.
• In addition to laying out their ambition and plans, they also have an opportunity to step outside their

… [ Read more ]

Content: Article | Authors: Christine Barton, Jim Hemerling, Mrin Nayak, Tuukka Seppä | Source: Boston Consulting Group (BCG) | Subjects: Corporate Governance, Leadership, Management

Overpaying CEOs is a mechanism that floats all boats but undermines competition and leaves consumers paying more.

Content: Article | Authors: Florian Ederer, Martin Schmalz, Miguel Anton, Mireia Giné | Source: IESE Insight | Subjects: Corporate Governance, Finance

There’s no ideal personality type for executives — but businesses need the right one for success.

Content: Article | Authors: Audrey Kim, Charles O’Reilly, Donald Sull, Xubo Cao | Source: Stanford University | Subjects: Corporate Governance, Culture, Organizational Behavior

New leaders no longer have the luxury of a 90-day listening tour to get to know an organization, says John Quelch. He offers seven steps to prepare CEOs for a successful start, and three missteps to avoid.

Content: Article | Author: John A. Quelch | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Corporate Governance, Leadership

This paper examines seven commonly accepted myths about corporate governance. How can we expect managerial behavior and firm performance to improve, if practitioners continue to rely on myths rather than facts to guide their decisions?

Content: Article | Authors: Brian Tayan, David Larcker | Source: Stanford University | Subject: Corporate Governance

As technology’s strategic importance to the business expands, management needs stronger board guidance. Four engagement models have proven useful.

Content: Article | Authors: Isabelle Tamburro, Sidney Li, Steve Van Kuiken, William Forrest | Source: McKinsey Quarterly | Subjects: Corporate Governance, IT / Technology / E-Business

Our experience indicates that many boards may not have enough clarity on their roles and responsibilities. What’s needed is a deliberate process for selecting new leaders to help them achieve their goals. Using the eight questions we developed will help ensure boards are applying the same rigor and analysis in selecting the right board leader as they would for a new chief executive.

Content: Article | Authors: Dennis Carey, Joseph E. Griesedieck, Michael Useem, Ram Charan | Source: Knowledge@Wharton | Subject: Corporate Governance

Boards are not carving out time for high-value strategic work when it comes to environmental, social, and governance. And that’s a problem for companies pushing for sustainability.

Content: Article | Authors: David Young, Ron Soonieus | Source: Boston Consulting Group (BCG) | Subjects: Corporate Governance, Social Responsibility (ESG)

BCG’s AI-based Trust Index enables companies to break down stakeholder perceptions of their trustworthiness. Analyses based on the Index have yielded valuable insights about what builds, sustains, or destroys trust.

Content: Article | Authors: François Candelon, Jeff Kiderman, Marcos Aguiar, Matthew Williams, Russell Dubner, Ryoji Kimura, Sharon Marcil, Tawfik Hammoud, Wendi Backler | Source: Boston Consulting Group (BCG) | Subjects: Corporate Governance, Management

Corporate America continues to face a gender equity gap at its highest levels of leadership, especially for women and people of color.

Content: Article | Authors: Dominique Harris, Douglas Sandy MacKenzie, Kristen Robinson, Preethi Prasad | Source: Kearney | Subjects: Corporate Governance, Diversity, Human Resources

Your job as a CEO is to build fire departments, not put out fires. If you’re regularly putting out fires yourself, you’re doing it wrong. Focus your time on how to enable others on your team to put out fires themselves.

Content: Quotation | Author: Sam Corcos | Source: First Round Review | Subject: Corporate Governance