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May/June 2024 — Vol. XLV No. 266
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THE CHANGING MARKET IN CEO TRANSITIONS
by Jim Citrin and Julie Daum
How have the past few years of turmoil changed CEO turnover?
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While chief executive turnover still lags behind pre-Covid levels, new data show continued evolution in the process. New generation CEOs tend to be older, not stay as long, and are less likely to be named from the inside. Also, fewer are giving the board chair role when first taking the job.
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WHY GOOD BOARDS MAKE BAD DECISIONS
by Maria Castanon Moats
Too often, boards look the other way when danger is looming.
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The world’s business news is increasingly about corporate boards…and how board inattention, poor decisions, timidity and rigidness have led yet another company into peril. Perhaps the reasons boards make poor decisions are built in: structures, discussion and team models that work against good governance.
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THE NEW CEO by Ty Wiggins, Ph.D.
Frank advice for chief executives on building their board relationship.
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The moment when a new chief executive takes office is a time of innovation and fresh direction. However, it also triggers a period of uncertainty and shaping new power relationships. There are few guidelines, especially for the board role. What should incoming CEOs do to start their tenure on the right foot with the board of directors?
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CORPORATE BOARDS IN THE NEW ERA OF EMPLOYEE VOICE
by Miguel Padro
The rising generation of employees expects to be heard in the boardroom. Are you ready?
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It is not just young people. Today’s employees expect a different relationship with their employer. They are concerned about their working conditions, the company, and the world. They expect to be heard in the corporate power structure. This includes the boardroom. Does your board have the tools, media, and willingness to hear this new “employee voice”?
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PATTERN RECOGNITION IN THE BOARDROOM
by Liat Ben-Zur
Small shifts and obscure trendlines can alert the board to deeper problems.
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Independent corporate directors are always at a disadvantage in gaining an accurate, up-to-the-minute take on the company and its challenges. As part-time outsiders, with limited time and data for oversight, they must learn to tune their radar to recogize trouble patterns in their early stages.
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IN
REVIEW Index to
actions, regulations and surveys. |
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SPOKEN
& WRITTEN Excerpts
of articles and speeches. |
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DIRECTORS'
REGISTER Recent
board elections. |