This annual study examines the state of corporate governance among the S&P 500.
The urgent need for mutual funds to address their own governance issues.
How evaluations can lead to improved board performance.
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.
Outline the six steps that every healthcare board can take to move towards a more strategic board agenda.
Research on the developmental background and professional experience of the CEOs of leading S&P 500 companies in the US.
Why having a strong HR perspective in the boardroom matters.
Published in The Corporate Board, this article examines directors’ motivations for joining and leaving boards.
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.
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.
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.
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.
A look at some of the main issues of corporate governance debate in US companies
As the demands of governance reform rise, boards have to weigh the merits of committee role rotation against the need for experience and consistency.
Published in the March 2007 issue of Trustee, this article considers how CEOs can best plan for a graceful exit.
Some boards focus properly on succession only when faced with
a performance crisis, in which case it is probably too late — they
almost certainly will have to look outside the organization for a
replacement CEO. What are the barriers preventing boards from
dealing effectively with the issue of CEO succession and how can
boards overcome them?
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.
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.
The article explores the new compensation disclosure requirements and their impact on the work of the compensation committee.
A study on what successful family-owned companies are doing to incorporate corporate governance practices in their businesses.
Discussion of the challenges facing listed company boards in India
This issue of our Cornerstone of the Board series looks at the role and responsibilities of the nonexecutive chairman.
A compilation of CEO changes in S&P 500 companies during 2007.
A look at what companies can learn from Silicon Valley - and ignore at their peril.
Perspectives on building a new board based on expertise from executives who seamlessly created spinoff 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.
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?
While many groups and other studies may take boards to task for not making diversity a priority, we do not believe this is the case. Suggestions on what it takes to find and recruit the best diversity directors.
As corporations grapple with the complexity of doing business internationally, we examine the importance of adding an international perspective to U.S. boards.
An analysis and summary of CEO changes in S&P 500 companies during 2004. This data looks at the companies that have had a change of CEO in the past year. Data includes names of incoming and outgoing CEOs; the reason for the new appoinment/departure of the former CEO; the ages of both the outgoing and incoming CEO; and whether the appointment was an internal or external one.
An analysis and summary of CEO changes in S&P 500 companies during 2005. This data looks at the companies that have had a change of CEO in the past year. Data includes names of incoming and outgoing CEOs; the reason for the new appoinment/departure of the former CEO; the ages of both the outgoing and incoming CEO; and whether the appointment was an internal or external one.
An analysis and summary of CEO changes in S&P 500 companies during 2006. This data looks at the companies that have had a change of CEO in the past year. Data includes names of incoming and outgoing CEOs; the reason for the new appoinment/departure of the former CEO; the ages of both the outgoing and incoming CEO; and whether the appointment was an internal or external one.
In the absence of clear regulatory parameters, we examine the emerging best practices for the lead or presiding director role.
This article lays out the best practices for building the boards of VC-backed companies.
Interviews with chairmen, CEOs and advisors on the changing role of the FTSE 100 chairman.
Outlining the new process US boards are beginning to adopt when recruiting directors.
How corporate governance changes are affecting boards and director recruitment.
The benefits of well-executed board assessments.
Spencer Stuart consultants Nayla Rizk and John Ware explore how the increased scrutiny on CEO compensation has affected compensation committees.
Best practices for effective CEO succession planning.