If 2016 has been the year of the CEO-turned politician, it certainly hasn't been the year of the dual-CEO.
The election of Donald J. Trump as the next president means that CEOs and their boards are facing a new reality they didn’t necessarily expect. Uncertainty hovers over the corporate landscape regarding a number of issues—economic growth, tax policy, the Supreme Court and immigration, for starters—as the new administration’s policy and staffing choices begin to take shape.
With 75% of institutional investors and analysts using corporate websites on a weekly basis, it’s critical your company’s IR website engages stakeholders and effectively communicates your company’s roadmap for generating both profit and sustained growth.
While top corporate and institutional officials are experts at assessing issues and making fact-based decisions, considerations surrounding appointments of fellow senior leaders can present unique risks to the reputations of the decision-makers and their institutions.
Proper planning can help you make the most of time spent with the advisors, industry experts and investors who serve on your board.
Richemont, the Swiss luxury goods company behind brands including Cartier jewelery, Montblanc pens and IWC watches, has gone one better than scrapping its co-CEO model. It's decided to jettison the CEO role altogether.
Whole Foods Market has decided to press on with just one CEO, ending a six-year partnership at a time when the organic food producer is struggling with falling sales and begging the question of whether companies can thrive with two captains.
Brave directors who aren't afraid to challenge management are doing a far better job than peers who place a greater emphasis on understanding others' points of view, according to new research.
Older CEOs are staying in their jobs longer, according to new research, indicating that a generational shift that occurred in the wake of the global financial crisis has largely run its course.
Research unveils the traits shared by truly successful boards.