Decades of success steering C-Suites and boardrooms through some of the most complex and challenging business situations of the past 30 years—at Hewlett Packard, Tyco, Arconic, Rohm and Haas and Delphi, to name just a few—have given Raj Gupta rare perspective on what boards and CEOs must do in volatile and uncertain times. Corporate Board Member asked him for his thoughts about navigating the current moment—and the years ahead.
At Corporate Board Member’s recent ESG Board Forum, investors, academics, attorneys and directors set out to separate signal from noise.
These five questions can help you determine whether the company has fully recognized IT’s shift from function to business.
With responsibilities of boards increasing, the importance of board composition and skill set has never been more paramount. Here are a few things for boards to consider as they reshape for the future.
Implementing or refining measures on treatment of equity awards at retirement can smooth executive departures.
The industry is rife with opportunity for investment for boards aiming to expand their social venture footprints, but do so in a way that will leave an indelible mark and effect long-term change.
The carmaker’s board seems to think resisting change will be a win, but some negative consequences of opposing shareholders already are becoming evident.
Culture plays a key role in connecting employees to one another, to the organization and to a company’s mission—yet it’s challenging both to manage and oversee, say directors.
Every year, Corporate Board Member surveys U.S. public company board members to take their pulse on the issues that are most prominent in the boardroom for the year to come. Read the Report>
