507 Posts Found

Chicago Booth’s Elisabeth Kempf, along with Bocconi University’s Alberto Manconi and Tilburg University’s Oliver G. Spalt, examines the economic impact of an environment in which shareholders are unable to actively monitor all the companies they invest in. Consistent with the standard principal-agent framework from economic theory, in which agents (managers) act on behalf of principals (shareholders), the researchers find that when shareholders are ”distracted,” executives have … [ Read more ]

Content: Article | Authors: Alberto Manconi, Alex Verkhivker, Elisabeth Kempf, Oliver G. Spalt | Source: University of Chicago | Subject: Corporate Governance

To stay focused, productive, and motivated, leaders need to develop their own working rhythms and routines. Here’s how some CEOs do it.

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

Data reveal the four most important traits of America’s CEOs.

Content: Article | Authors: Amy Merrick, Morten Sørensen, Steve Kaplan | Source: University of Chicago | Subjects: Corporate Governance, Leadership

Though they face a faster, more complex landscape than those who’ve come before them, CEOs can take a few key actions to create a lasting legacy.

• Adopting a strategy of regret minimization can help a CEO avoid wishing, years later, that they had moved faster, been bolder, or treated people with greater kindness.
• Building a cohesive senior leadership team that can fearlessly tell a CEO what

… [ Read more ]

Content: Article | Author: James Brownsell | Source: Boston Consulting Group (BCG) | Subject: Corporate Governance

I was surprised how intentional the CEOs we spoke with were about their time. They have various versions of calendar color coding or agreements with their chiefs of staff or executive assistants on their priorities. They go back each month to see if they spent time on the things that they had said were important. If you don’t know what you should spend your time … [ Read more ]

Content: Quotation | Author: Carolyn Dewar | Source: McKinsey Quarterly | Subjects: Corporate Governance, Personal Development

Stepping into a chief executive role for the first time is exhilarating. But the reality of leading an organization hits differently when you’re actually in the seat. In an article for Harvard Business Review, Paul Griggs and Paul Leinwand outline four foundational areas and pivotal questions that can guide new leaders through their critical first 100 days.

Content: Article | Authors: Paul Griggs, Paul Leinwand | Source: PwC | Subject: Corporate Governance

We have developed two simple frameworks—an authenticity index and a self-awareness index… To gauge authenticity, we ask an executive to choose ten from a long list of values that they hold dearest. We then ask 20 to 30 people who work with the executive to select from the same list the top ten values that best describe the leader. Comparing the candidate’s top ten to … [ Read more ]

Content: Quotation | Authors: Adam Bryant, David Reimer, Harry Feuerstein | Source: strategy+business | Subjects: Corporate Governance, Leadership, Management

Most great CEOs rely on a set of guiding mindsets. This checklist helps them turn mindsets into practices that can steer their companies to great heights.

Content: Article | Authors: Carolyn Dewar, Kurt Strovink, Scott Keller, Vikram Malhotra | Source: McKinsey Quarterly | Subject: Corporate Governance

Effective boards shift between passive, mentor, partner and control modes to optimize engagement.

Content: Article | Authors: Laurence Capron, Timothy Rowley | Source: INSEAD Knowledge | Subject: Corporate Governance

Can legal frameworks address directors’ self-dealing?

Content: Article | Authors: Lily Fang, Sterling Huang | Source: INSEAD Knowledge | Subject: Corporate Governance

All CEOs need to ask themselves, “What do you want to be remembered for—as a great person or a person who made the company great?” If you want to make the company great, then you must think about the company first, yourself second. It’s human nature to want to be recognized, so it’s not easy to put the institution ahead of yourself.

Content: Quotation | Author: Roberto Setúba | Source: McKinsey Quarterly | Subjects: Corporate Governance, Leadership

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