331 Articles found for subject: Corporate Governance

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

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

One of Hubert Joly’s proudest accomplishments is the successful CEO transition his team orchestrated when he stepped down as CEO of Best Buy. Here’s how he did it.

Content: Article | Author: Hubert Joly | Source: Chief Executive | Subjects: Corporate Governance, Succession Planning

Boards only see what they’re presented with and can easily become passive recipients of agendas created by powerful CEOs and senior executives. And corporate failure raises questions as to what the board knew and what more it could have done. Board members can play a transformational role in a company by asking questions that create a space for deep reflection and strategic change — not … [ Read more ]

Content: Article | Authors: Andrew White, Eric Wilkinson, Tazim Essani | Source: Harvard Business Review | Subject: Corporate Governance

What behavioral psychology can tell you about the human dynamics of your board.

Content: Article | Authors: Leah Malone, Maria Castañón Moats, Paul DeNicola | Source: strategy+business | Subject: Corporate Governance

Stock options are both widely used and widely questioned. Research demonstrates that, contrary to stock option boosters, this form of CEO compensation is not a panacea, and there exist situations where issuing them is damaging. Indeed, now that the accounting profession has established that stock options are a real cost to business, either these expenditures should lead to real returns to shareholders or they should … [ Read more ]

Content: Article | Authors: Michael Greiner, Scott Julian | Source: Harvard Business Review | Subject: Corporate Governance

Have our institutions become too complex to secure?

Content: Article | Authors: Richard Horne, Sean Joyce | Source: PwC | Subjects: Corporate Governance, IT / Technology / E-Business, Risk Management