The Art Of Board Leadership In Times Of Disruption
The past two roller-coaster years have challenged boards as never before—but have also provided a wealth of lessons for both directors and CEOs willing to learn.
The past two roller-coaster years have challenged boards as never before—but have also provided a wealth of lessons for both directors and CEOs willing to learn.
Directors may feel greater pressure to negotiate with activists since all shareholders will now be able to select individual director candidates for elections.
If management executives, the board and the IT teams aren’t sharing the same information, it will be nearly impossible for companies to stay ahead of fast-evolving cyber threats.
Nearly one-third of directors surveyed anticipate that supply chain disruption will be their greatest business risk for the next 12 months. Some tips.
No one knows exactly what lies ahead—but you can still plan for it.
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.
Proactive strategies have convinced investors to scale back the number of board members they want to replace, from nine to five.
Delaware Court invalidates Williams’ Poison Pill and finds that Williams’ board has breached its fiduciary duties. What directors and CEOs need to know.
There’s nothing quite like a catastrophe to shake up the status quo—and this one isn’t over yet. But corporate leaders are already mining the wreckage of 2020 for lessons on emerging stronger, faster and ready for whatever is next. Here’s what they’ve found.
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