A conversation about the value of board directors with digital experience with the president and CEO of Chegg, a leading online rental company.
The president and CEO of Catalyst, a leading organization in promoting opportunities for women in business discusses reasons for the slow increase of women in the boardroom and models that could improve executive diversity.
A discussion of the impact of legislation mandating governing shareholder input on executive compensation with a partner in Fenwick & West, a leading Silicon Valley law firm.
With Point of View, we share our ideas and insights on some of the most critical leadership issues affecting our clients.
Time is a scarce resource for boards. Amid growing business complexity and growing demands on directors, what must a board do well?
The traditional expatriate model is out of date, but what should take its place? A framework for thinking about the profile of the new global executive.
Boards can be more or less effective, irrespective of their governance model. What are the basic principles of effective governance?
A board assessment can be a valuable tool for improving board effectiveness. How can boards ensure that they get the most out of this exercise?
How can companies improve their ability to make smart leadership decisions? A new book by Spencer Stuart consultants looks at the myths that surround leadership selection and offers a new model.
A review of critical steps in rigorous planning to provide for continuous leadership in the role of the chairman, a process rarely discussed when establishing plans for succession.
An examination of the number of women on boards in key markets and some of the issues boards face as they seek to introduce more gender diversity.
L’On. Alessia Mosca è deputato del PD, segretario della Commissione Lavoro della Camera, prima firmataria, per il centrosinistra, del disegno di legge bipartisan sulle quote rosa nei consigli di amministrazione delle società quotate e di quelle pubbliche. Ha fatto parte della segreteria tecnica del Sottosegretario alla Presidenza del Consiglio, Enrico Letta, fino all’aprile 2008. Nel febbraio del 2009 è stata nominata tra gli Young Global Leaders del World Economic Forum.
Marco Tronchetti Provera è Presidente e Amministratore Delegato di Pirelli & C. e ricopre altre importanti cariche in società del gruppo e non, tra le quali: Mediobanca, Confindustria, RCS Quotidiani, Università Commerciale Luigi Bocconi, F.C. Internazionale Milano, Alitalia.
A look at the newest expert in the boardroom—the digitally-savvy director—and a model for navigating this unique recruiting process.
The best leaders aren’t found by looking for that one perfect person. Organizations get the leaders they need when they identify the demands of their situation, and create a process designed to locate the person who best fulfills those requirements.
Given slow progress over the past decade, increasing pressure to add more female board members and the growing use of legislation as a remedy to affect change, directors discuss how to “move the needle” on gender diversity in the boardroom.
Findings from a panel discussion of the importance of a succession strategy to the continuing prosperity of a company, and the social obstacles that companies in India need to overcome to develop an effective plan, especially in family-run businesses.
In a video interview, Julie Daum, co-leader of Spencer Stuart's North American Board & CEO Practice, speaks with Corporate Board Member magazine about the latest trends in board leadership.
A detailed study of insider and outsider CEO transitions in the top listed companies in France, Germany, the Netherlands and the UK.
Three experts with impressive experience as both CEOs and board directors share their perspectives on succession planning for technology companies at a recent panel discussion in Silicon Valley.
A study of CEO transitions in FTSE 150 companies over the five-year period between 2004-8. Our research shows that a blanket declaration that either insiders or outsiders as a group are the best way forward is no longer sufficient.
Two leaders from the professional services world share the lessons they’ve learned over the course of their executive careers in the Asia Pacific region.
Changes in Britain's boards of directors from 1960 to 2010.
Directors are more influential and yet more exposed than they have ever been. What is the motivation for serving on a board today when the risks seem so high?
With more attention on risk, how is the nature of risk management changing at the board level?
What are the common challenges boards are encountering in their succession planning processes and the best practices for overcoming them?
The issues and activities that should be top of mind for board directors.
A special issue of Point of View focusing on today’s board and CEO agenda.
Im Auftakt zur Reihe „Effektive Unternehmensaufsicht — Gute Praxis und Trends“ erläutert Dr. Willi Schoppen seine Erfahrungen aus sieben Jahren Effizienzprüfung: „Der Aufsichtsrat zwischen Beratung und Kontrolle“. Er umreißt darin, wie sich — auch mit Hilfe der Effizienzprüfung — die Best Practice in der Arbeit des Aufsichtsrats entwickelt hat und zeigt Handlungsfelder der Zukunft auf.
A look at 25 years of data from the Spencer Stuart Board Index reveals how corporate board practices — and membership — have evolved over the past quarter-century.
A webcast interview with Corporate Board Member magazine highlights the latest trends in board leadership, with a particular focus on the roles of the nonexecutive chair and lead director.
Reputational challenges facing South African companies in a changing environment
A roundtable discussion on the state of succession planning across the spectrum of Indian companies.
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.
Best practices for building or rebuilding a corporate board
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.
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 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.
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.
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.
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.
El Buen Gobierno Corporativo en la empresa familiar
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.
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.
As corporations grapple with the complexity of doing business internationally, we examine the importance of adding an international perspective to U.S. boards.
A look at some of the main issues of corporate governance debate in Canadian companies
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.
In the absence of clear regulatory parameters, we examine the emerging best practices for the lead or presiding director role.
Best practices for effective CEO succession planning.
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.