Making a stakeholder model effective requires the ability to comprehend multiple points of view based on different ways of valuing things.
Proxy season is coming and no company is immune from activist campaigns. A look at what attracts an activist investor, common activist objectives and how to be prepared for anything.
While an escalation the scale of GameStop won’t likely be a common occurrence, this sort of single stock vulnerability is likely here to stay, particularly for small and mid-cap public companies with limited trading float. What CEOs need to know.
One year after leading our companies through unprecedented operational disruption, we can be prepared for next time—no matter what that is.
How can incumbent, asset-intensive industries—that is, not the AllBirds, Patagonia or Whole Foods of the world—actually make ESG a strategic priority that drives value and competitive differentiation?
Proactive strategies have convinced investors to scale back the number of board members they want to replace, from nine to five.
In designing executive pay strategy for an uncertain 2021, CEOs and boards must reconcile their recent compensation adjustments with both new and lingering pressures for change.
If boards really want to make progress on ESG issues—not just for their companies but for society—they need to remember they can’t do it alone.
The companies that evolve to become digital leaders while simultaneously increasing cash flow, minimizing risk to their business model, and delighting customers prioritize these three things.
Delaware Court invalidates Williams’ Poison Pill and finds that Williams’ board has breached its fiduciary duties. What directors and CEOs need to know.