Panelists discuss the investment and governmental challenges facing Indian business today and the means to overcome these obstacles and foster new growth and opportunity.
When boards take a check-the-box approach to governance, they risk missing out on the potential to elevate their performance — and the performance of their companies. Spencer Stuart recently gathered board directors and CEOs from Singapore and throughout Asia to discuss new Governance Code requirements and the practices that help boards go beyond compliance to have a more meaningful impact on the performance of the business.
Spencer Stuart and Corporate Board Member share results from the 2012 What Directors Think survey, an annual study that taps into the opinions of U.S. public company directors on pressing issues of the day, including board effectiveness, shareholder communication and social media.
The modern organization must be equipped to adapt to new technologies and shifting economies at a much faster pace than ever before. We outline some of the hallmarks of a company that is prepared for rapid change.
Suggestions on how boards can develop stronger insights in assessing the ability of executives to take on greater leadership roles.
Starwood Hotels & Resorts CEO Frits van Paasschen discusses the process of building an organization with global reach that draws on unique talent and culture from around the world.
The CEO no longer stands alone at the top. Learn how a complex system relying on the talents of advisors and executives helps the modern chief executive keep a large organization running smoothly.
Five reasons why strong leadership candidates may make damaging mistakes once they assume the role, and how to anticipate these pitfalls before they occur.
As more board directors come to their role without previous governance experience, companies and candidates alike should consider the implications of this trend and how to maximize the talents of these newcomers.
Industry leaders describe how they promote creativity and innovation as a means to stay competitive and forward-thinking in today's volatile economy.
With Point of View, we share our ideas and insights on some of the most critical leadership issues affecting our clients.
Each year, Spencer Stuart tracks CEO transitions among S&P 500 companies. These transitions can be part of a planned succession or can arise unexpectedly, the result of a company or personal crisis. In addition to cataloguing the reasons for CEO departures, based on company reporting, we also examine information about the successors, including their ages, whether or not they are internal candidates and whether they have been appointed chairman of the board in addition to CEO.
The case for a new, more rigorous succession planning approach that is both more analytical and more forward-looking than the processes most boards employ today.
Your relationship with the board could dictate your success or failure as CEO.
The hedge fund industry is confronting the question of how funds can continue without the leadership of the founder. We outline four approaches to making the transition smoothly.
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.
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.
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.
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.
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.
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.
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
Having a nonexecutive chairman is a common practice outside of the U.S., but companies shouldn't adopt the model hastily
With more chief financial officers acting as strategists and risk managers, boards should work closely with them and plan their succession.
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.
Point of View is our opportunity to share our collective voice on some of the most critical leadership issues affecting our clients.
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.
Discussion of the challenges facing listed company boards in India
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?
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.
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.