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Boards of Directors

States, Localities Join the Feds in the Fight Against Companies Dodging Taxes  

The Obama administration got tougher against mergers motivated by so-called corporate tax-inversion schemes, and now the states are doing something similar by mitigating tax-haven usage. Boards will have to deal with the state-government impulse just as they’re confronting more obstacles to combinations of American companies with overseas concerns.

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How Managing Emotions Can Improve Board Effectiveness

Traditionally, board effectiveness has been seen as having a direct correlation with governance or strategy. While these two elements are important for boards to perform, what is often overlooked is the effect of the human condition on productivity.

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Boards Are Demanding More from the C-suite

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As shareholders put more pressure on public companies to perform, they're indirectly transforming the roles played by some boards of directors. Many of today's boards of directors are attempting to take more active and engaged interests in operations and are demanding more information from and involvement with the C-suite.

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Why Budgeting Should Be a Strategic Planning Imperative

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Strategic planning is unquestionably a critical initiative for the short- and long-term success of any business, no matter the size. Companies spend hours evaluating opportunities and challenges, establishing key objectives, and developing the right tactics to meet them. And yet budgeting—the detailed allocation of the organization’s most valuable resources against those objectives—often remains an entirely separate, once-a-year event.

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3 Reasons Why You Need Millennials in the Boardroom

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Everyone knows that millennials have recently overtaken baby boomers as the largest generation in the United States. And while the majority of CEOs, Presidents and Chairmen are still baby boomers, companies need to start phasing millennials into the boardroom mix.

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The Impact of Board Tenure on Company Performance

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Increasing board tenure positively effects market-related value, up to and including 9 years. After that, the value of board tenure deteriorates, according to a new research by QMA. The detrimental effect is stronger for high-growth firms.

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