Public company leadership with varied career backgrounds have persistently and substantially outperformed stocks from homogenous C-suites, according to the largest study to date on management diversity.
Women- and minority-owned middle-market businesses have outpaced the growth of mid-sized companies over the past six years, according to a recent report by American Express and Dun & Bradstreet.
S&P 500 boards elected 376 new independent directors — or .78 new directors per board — during the 2015 proxy year, making it the largest recruitment class since 2008, when 380 independent directors were added, according to the 2015 Spencer Stuart Board Index.
Gender diversity in the ranks of top corporate executives remains a cause du jour in American board rooms. But what about adding more females to the ranks of directors themselves? That could kill two birds with one stone.
When organizations think about risk, perhaps the most worrisome are those that can’t be anticipated. Boards expend tremendous effort in eliminating or at least minimizing their blind spots; that search for better information and awareness can be all-consuming.
There are many different types of activism today, and shareholder activists are not all the same—they have different time horizons and strategies. CEOs’ experiences with activism can vary significantly, so they often have different perspectives on this issue. Their views can run the gamut, with a variety of CEOs expressing both the pros and cons of having an activist on the board.
By now the benefits of cultivating more female leadership are clear to most boards. But moving from recognition to action is a bigger step, and one that directors must be proactive about.
Women are becoming majority owners of midsized businesses at a breakneck pace. Their rate of ownership grew at one-and-a-half times the national average between 1997 and 2014, according to the 2014 State of Women-Owned Business report commissioned by American Express OPEN.
A new report issued by Deloitte’s Center for Corporate Governance and the Society of Corporate Secretaries and Governance Professionals (the Society) identifies board refreshment and composition as a significant focus area for board members this coming year.
Today’s boards of directors play a much more active, strategic role in determining their organizations’ fates. The stakes have been raised and expectations are high, so boards must perform.