Erin Lantz, board member with TrueCar, reflects on key board responsibilities amid a landscape of increasing shareholder pressures.
Examining a company’s principles and standards isn’t a conversation about values, says State Street Global Advisors CEO Cyrus Taraporevala. It’s about value. Here’s why.
When hiring a CEO, boards tend to overlook critical steps like creating a transition plan, building a coalition of support for the change and conducting an impact analysis before, during and after the decision.
With cyber attacks increasingly an issue in M&A deals, boards who are buyers and sellers can take steps to properly inform and inoculate themselves.
Despite 18% of the population being Hispanic or Latino, this segment holds less than 3% of Fortune 1000 company board seats.
Lead directors, board chairs, and CEOs collectively bear the responsibility for ensuring the resources dedicated by the organization in preparing for board meetings are justified by the ensuing dialogue and decisions.
Proactively addressing issues of company culture before they escalate into a crisis is a multifaceted challenge. Boards must first gain the proper insights to assess culture within their organization, and then guide the actions of management on these issues.
Good governance is not about optics. It’s about protocols and practices that are so embedded in a board’s culture that they can be communicated with the same ease as a company’s vision, strategy and metrics.
How can the board effectively oversee risk across foreign jurisdictions? How should a global company approach board composition and succession planning?
Corporate Board Member spoke with State Street Global Advisors (SSGA)’s senior managing director and head of ESG, Rakhi Kumar, about the company’s framework to align culture with long-term strategy.
Why should U.S. board directors follow the news and conversations around the various energy and climate-related proposals being advanced by today’s “Green New Deal” activists?
Recent incidents involving sexual harassment emphasizes the ticking time bomb for many organizations across industries: a complete absence or severely underdeveloped succession management capabilities.