A look at what works in CEO succession planning in Asia.
A panel discussion on how corporate India can help solve the problem of corruption.
A reflection on corporate governance practices in companies where founders retain significant shareholdings.
A primer for digitally savvy executives aspiring to board service on how to best evaluate outside director opportunities.
The 16th annual Canadian Spencer Stuart Board Index (CSSBI) studies director compensation, governance practices and trends for 100 of the largest publicly traded Canadian companies.
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?
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?
The latest data and trends in board composition, committee structure and director remuneration at FTSE 150 companies.
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.
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.
Im Board Index erfasst Spencer Stuart stichprobenartig die Entwicklungen in den Leitungs- und Aufsichtsgremien börsennotierter Gesellschaften...
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.
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.
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
Having a nonexecutive chairman is a common practice outside of the U.S., but companies shouldn't adopt the model hastily
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.
It’s easy for directors to lose sight of top corporate objectives in a downturn. Here's a reminder of where priorities really lie.
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.
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.
Discussion of the challenges facing listed company boards in India
As corporations grapple with the complexity of doing business internationally, we examine the importance of adding an international perspective to U.S. boards.
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.
Your relationship with the board could dictate your success or failure as CEO.