Agitators and Reformers: How to Respond to Activist Investors
Arguably, the single best way to ruin a CEO’s day is to report that an activist is on the phone and has just taken a position in the CEO’s company.
More and more CEOs are getting this call, as activist investing has exploded in recent years. We examined more than 400 activist engagements and found that the targets are getting larger and the industries more diverse. We also found that the ...read more...
Hiring For Cultural Fit At The Top
Bringing a new C-level executive on board is always fraught with risk: Any misstep can be expensive and embarrassing. As a result, companies may play it safe by looking for someone with just the right CV or perhaps a recent stint at a high-flying competitor. Who does the board like? What will the analysts think?
The challenge has become even more daunting as an increasing number of companies use their culture as a point of differentiation ...read more...
Building a Forward-looking Board
Directors should spend a greater share of their time shaping an agenda for the future.
Debate over the role of company boards invariably intensifies when things go wrong on a grand scale, as has happened in recent years. Many of the companies whose corpses litter the industrial and financial landscape were undermined by negligent, overoptimistic, or ill-informed boards prior to the financial crisis and the ensuing deep recession. Not ...read more...
CEO's Guide To Working With A Board
Once you have recruited or re-structured your board of directors as part of the financing, make sure to establish a good working relationship with them.
BOARD MEETINGS WITH YOUR DIRECTORS
You must hold regular board meetings to discuss the business of your company. The following tips from Guy Kawasaki’s The Art of the Start and Reality Check can guide you as you cultivate your board, especially with respect to board meetings:
SAVE ...read more...
Planning Ahead – The Board’s Role in Crisis Management
The past few years have provided numerous examples of the costs, both financial and reputational, that can accompany corporate mismanagement of an emergency or crisis situation. From product recalls to environmental disasters to conduct by senior executives that call their integrity into question, it is almost a given that every public company board has confronted or will have to confront an emergency or ...read more...