This article explores the benefits of board service to senior executives and their organizations and presents several considerations for choosing external board assignments that are valuable for both the individual executive and the company.
This study is based on interviews with the chairmen of many of Europe's largest banks and other financial institutions.
Summary of a panel discussion held in Mumbai to discuss how Indian companies can raise their standards of corporate governance and ensure that their boards function more effectively.
Data from the Spencer Stuart Board Index reveal how boards are changing
Having a nonexecutive chairman is a common practice outside of the U.S., but companies shouldn't adopt the model hastily
A detailed account of a Mumbai roundtable discussion involving leading bankers and CFOs discussing the implications of the changing business environment on the traditional lender-borrower relationship.
Considers the migration of certain corporate governance principles around the world and how they are being applied in different political, economic and cultural contexts, particularly in Asia Pacific.
With more chief financial officers acting as strategists and risk managers, boards should work closely with them and plan their succession.
A new book co-authored by Spencer Stuart consultant Greg Welch illustrates how today's most dynamic companies are adopting a more humanized approach to commerce — and reaping rewards as a result.
A snapshot of what boards are looking for in a new member, if diversity still matters, and what new legislation could mean for board recruits.
The airline business embodies the complexity, volatility and challenge that more businesses are facing in the current economy, so it can offer some helpful lessons to other industries about corporate governance.
It’s easy for directors to lose sight of top corporate objectives in a downturn. Here's a reminder of where priorities really lie.
A look at how boards best handle reputational issues, following interviews with FTSE 100 chairmen and corporate affairs directors.
An examination of the current state of corporate governance in South Africa through the eyes of board chairmen and governance experts.
Bob Lumpkins, chairman of one of the world’s largest crop nutrition companies and former CFO of agribusiness giant Cargill, shares insights from his 40-year career in the industry.
During the first half of 2008 Spencer Stuart interviewed audit committee chairmen from leading FTSE companies across a variety of sectors to determine their views on the quality of audit and risk services within UK public companies.
Point of View is our opportunity to share our collective voice on some of the most critical leadership issues affecting our clients.
In a time when more is demanded of corporate boards, new directors often have less experience than their predecessors had when they joined a board — a potential problem for board effectiveness. As they appoint more directors who are new to the role, boards should take steps to improve the effectiveness of first-time directors.
A look at what companies can learn from Silicon Valley - and ignore at their peril.
Board chairmen and chairmen of the executive boards of the largest largest (AEX- and Midcap-listed) companies in the Netherlands discuss the key themes affecting their roles.
Wayne Sales of Canadian Tire and Spencer Stuart’s David Kimbell share their perspectives on leadership and the essential qualities for a CEO.
Despite ranking it as one of their most important duties, only half of public companies have CEO succession plans in place.
The growing trend to fire CEOs quickly raises the question of when they should be let go.
Institutional investors and activists have got their wish for more independent and powerful boards, but not without unintended consequences.
This issue of our Cornerstone of the Board series looks at the role and responsibilities of the nonexecutive chairman.
In this winter issue of Switzerland Point of View we reflect on and provide insights about a number of issues related to planning for the succession of the CEO, top executives and board directors.
Discussion of the challenges facing listed company boards in India
A study on what successful family-owned companies are doing to incorporate corporate governance practices in their businesses.
The article explores the new compensation disclosure requirements and their impact on the work of the compensation committee.
El Buen Gobierno Corporativo en la empresa familiar
Il seminario della SDA Bocconi, proposto in collaborazione con SpencerStuart, vuole riunire attorno al tavolo persone che, da varie posizioni, sono tra i protagonisti di questo cambiamento mettendone a confronto le esperienze e le proposte per il futuro.
A succession horse race can be an effective tool for assessing top
talent for the CEO’s role, but it also can be highly disruptive when
executed poorly. What are the pros and cons of the horse race and
how can boards ensure that it is used effectively?
Die Skandale in der amerikanischen Wirtschaft vor rund 5 Jahren waren in den USA die Auslöser heftiger Diskussionen über die Frage, ob die Rolle des Chairman und des CEO nicht von zwei verschiedenen Personen wahrgenommen werden sollten, wie das in vielen Firmen in Kanada, in Europa und auch in Australien vorgelebt wird.
Historically, boards had allowed the chief executive officer to take the lead in filling board seats or tended to replace a retiring director with an individual “who looks like the person who left.” Today, of course, boards no longer cede responsibility for director
recruitment and succession planning to the CEO, yet they typically address director succession only on an as-needed basis — when facing an impending vacancy.
We surveyed 221 boards with science and technology committees and spoke with sitting committee members to learn more about committee development, composition and organization inter-workings.
Point of View is our opportunity to share our collective voice on some of the most critical leadership issues affecting our clients. This issue is a special issue on succession planning.
While the board is charged with the ultimate responsibility for
succession planning, CEOs are indispensable to the process.
Boards and CEOs should work together to clarify their respective
roles and responsibilities in the succession planning process.
Il tema della professionalizzazione del management delle aziende familiari è oggetto di riflessione, sia da parte degli studiosi che da parte delle famiglie imprenditoriali.
As the demands of governance reform rise, boards have to weigh the merits of committee role rotation against the need for experience and consistency.
La loi NRE de 2003 a innové en droit français en autorisant les sociétés anonymes à Conseil d'Administration à dissocier les fonctions de Président de celles de Directeur Général. Henri de Pitray et Bertrand Richard analysent dans cet article les avantages et les limites comparatifs du choix entre la formule du Président et celle du PDG
Published in the March 2007 issue of Trustee, this article considers how CEOs can best plan for a graceful exit.
A look at some of the main issues of corporate governance debate in US companies
A look at some of the main issues of corporate governance debate in UK companies
As corporations grapple with the complexity of doing business internationally, we examine the importance of adding an international perspective to U.S. boards.
The third edition of the Spencer Stuart Governance Lexicon, published in December 2006, continues the firm’s commitment to helping board directors understand major governance issues and navigate through the intricacies of international codes and regulations.
The third edition of the Spencer Stuart Governance Lexicon, published in December 2006, continues the firm’s commitment to helping board directors understand major governance issues and navigate through the intricacies of international codes and regulations.
In light of the growing need for director education, we examine the different approaches boards are taking for ensuring that their directors are well-informed and engaged.
Two Spencer Stuart boardroom experts share their individual and distinctive points of view on whether companies should or should not separate the roles of chairman and CEO.
Point of View is our opportunity to share our collective voice on some of the most critical leadership issues affecting our clients.
We explore how it is critical that board members understand their role during the recruitment of today’s general counsel to avoid possible recruitment failures.
In the absence of clear regulatory parameters, we examine the emerging best practices for the lead or presiding director role.
Why having a strong HR perspective in the boardroom matters.
From refining the role of the senior independent director to better defining the scope of the lead and presiding director, we examine the roles across different continents and their impact on creating greater independent oversight in the boardroom.
Outline the six steps that every healthcare board can take to move towards a more strategic board agenda.
A study of the issues of concern to corporate audit committees
From complying with Sarbanes–Oxley legislation to ensuring they have the right mix of skills and independence, more and more nonprofit healthcare boards are embracing the same governance practices as public boards.
Best practices for effective CEO succession planning.
Die zehn Regeln der “CEO Succession”
Interviews with chairmen, CEOs and advisors on the changing role of the FTSE 100 chairman.
Corporate governance in Germany is governed by the Cromme Codex which, while providing sensible recommendations, ignores factors critical for family-owned businesses such as the relationship between the family and shareholders - and succession.
Outlining the new process US boards are beginning to adopt when recruiting directors.
Nonprofit boards are subject to growing scrutiny and having to face up to the challenges of good governance.
CEOs discuss the issues facing boards as corporate governance regulations tighten.
The benefits of well-executed board assessments.
How to improve CEO evaluations – for – the benefit of the company, the board and the CEO.
Your relationship with the board could dictate your success or failure as CEO.