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.
Deciding how the company should respond to controversial issues before a company official makes a gaffe can prevent reputational damage that could have severely negative impacts on company growth.
In recent months, the Covid-19 pandemic, economic uncertainty and significant social unrest have combined to bring waves of change not seen in more than a century. To assess the potential fallout for public companies, Corporate Board Member Institute and RSM US LLP convened a small group of board members to share their experiences helping their executive teams focus on appropriate courses of action. Some takeaways.
Public company CEOs are on notice: Boards may need to reevaluate compensation models to be sure they don’t unfairly enrich executives.
It's hard to imagine a company that won’t have a worker who contracts the coronavirus before this is over. CEOs and their boards should begin mapping out strategies now.
The role a company’s board should play during times of extreme disruption is a mix of art and science. Questions for both directors and CEOs to consider.
The decision you're making may be right—but you'll feel far more confident if you can come up with all the ways it might be wrong.
As pressure mounts for companies to end business shutdowns and begin operating as close to normal as possible, directors need to be aware of their risk.