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CEO's Legacy to the Board
by Lana J. Furr
and Richard M. Furr, Ph.D.
Here is what we hear CEOs say behind the scenes. During
their confidential conversations, they want to discuss how to address some
of the following director and board behaviors.
The
Director as Steward of the Corporate Soul
by John Renesch
What about vision, conscience, and the social contract
that so often resided in the founders’ original intention? These “softer”
subjects make up a covenant — what could be called the “corporate soul.”
The
Challenges and Potential of Boards of Advisors and Boards of Directors for
Emerging Technology Companies
by Herb Rubenstein
Boards of Advisors and Boards of Directors for emerging
technology firms can provide great value for tech companies in their earliest
years. This article takes a stab at the facts and three myths that might serve
as barriers to the formation of such boards.
Move
Your Board up the Performance Curve
by Lana J. Furr
and Richard M. Furr
You can realize the full potential your board has in
order to become a competitive and strategic asset for the organization.
The
Role of Training for Boards of Directors
by Herb Rubenstein
and Paul E. O’Flynn
Today, in the new environment where Boards must be proactive,
investigative, accountable and actually govern a company or nonprofit organization,
no serious company or nonprofit organization can omit Board training.
Improving
Communication and Collaboration for Boards of Directors
by Herb Rubenstein
This article addresses some of the new features of "virtual office" now available
to assist boards of directors communicate effectively and efficiently in each
area of governance.
Good
Governance: Directors and Officers
by Ronald C. Lazof
The standard of substantive performance must be applied
in an environment free from any taint, or the appearance of taint of self-interest.
"Service before self" is the measure required in the discharge of a fiduciary's
obligations.
Removing
the Lump Under the Boardroom Carpet
by Richard M Furr,
Ph.D. and Lana J. Furr
Creating real movement in the boardroom requires the
board to see itself in a different light, own what it sees, set a course forward
and hold itself accountable for executing that course.
Leadership:
Successful CEO Succession Planning
by
Jeffrey Cohn and Rakesh Khurana
How
can board search committees assess and rank equally competent CEO candidates,
all with stellar track records, bullet-proof references and articulate, polished
rationales for why they should be the next leader?
Getting
it Right the First Time With Your First Board
by Lana J.
Furr and Richard M. Furr, Ph.D.
What do you need to consider in forming your board in a way that gets the
benefits you need from it without the nightmares?
Raising
the Bar on the Board
by Richard M.
Furr, Ph.D. and Lana J. Furr
The issue of raising the bar on the board is becoming increasingly critical
to long-term success in an increasingly complex marketplace and environment
of increased investor and governmental scrutiny.
The
Importance of Clear Communications During a Merger or Acquisition
by Wayne Jenkins
Once the negotiations are complete and the two entities have agreed to move
forward, the fun has just begun. While insiders may agree that a proposed
acquisition will strengthen the company, management needs to be aware of the
importance of communications during the M&A process.
Six
Sigma, Financial Reporting, and Corporate Governance: The Shape of Things
to Come
by Frederick
W. Faltin and Donna M. Faltin, Ph.D.
As corporate officers face increased personal liability, and financial standards
are revised to focus more on compliance with the intent of accounting rules,
the ability to demonstrate disciplined application of financial best practices
is assuming unprecedented importance.
Where
to Focus IR Resources in a Down Market
by Wayne Jenkins
A company's ability to raise capital is closely tied to its share price and
liquidity. These can be improved and maintained through an effective IR program.
Here are three suggestions to make your company's IR program as effective
as possible during this difficult period.
Looking
To Sustain High Performance? Start in the Board Room
by Lana J. Furr
While it is legitimate to hold the CEO accountable for the organization's
performance, the CEO is not the sole captain of the accountability boat. The
CEO's partner, the board of directors, stands at the wheel as well. When you
look for the foundations of performance, take the elevator all the way to
the top floor and consider what happens in the boardroom.
The
Eternal Quest: The Search by Small Companies for Effective Investor Relations
by Wayne Jenkins
There
are 21,000 publicly traded companies in North America, each with its own approach
to investor relations (IR). To rise above the crowd, a company needs an effective
IR strategy that ensures that shareholder value is recognized.
Securicare
- A New Approach to Shareholder Investment and Globalisation
by Julianna O'Bryan
Can the
present system of superannuation, funds managers, corporation law and stockbroker/
advisor driven markets be sustained? Securicare
offers a philosophy, culture and methodology which confronts inadequacies
in the existing corporate system and introduces a new and unique approach.
Will
You Lead, Follow or Develop Your Board as Your Partner?
by
Richard M. Furr, Ph.D. and Lana J. Furr
This is the fifth article in an outstanding series intended
to help the CEO think through the issues involved in developing a board to
contribute meaningfully to the purpose, vision, strategy and development of
the organization.
Requirements
for Effective Boards … Beyond Fine Tuning
by
Lana J. Furr and Richard M. Furr, Ph.D.
Attention to five key requirements for effective and
efficient boards can make all the difference! The fourth article of an outstanding
series.
Your
Board’s Approach to Its Responsibilities: Resting on Laurels or Raising the
Bar
by
Richard M. Furr, Ph.D. and Lana J. Furr
This is the third article in a series to help the CEO
think through the issues involved in developing a more effective board.
Your
Board: Proactive Partnering or Reactive Interference?
by
Lana J. Furr and Richard M. Furr, Ph.D.
Your board’s effectiveness is a product of a clearly
defined and fulfilled role.
Your
Board: Dynamic, Difficult or Detrimental?
by
Richard M. Furr, Ph.D. and Lana J. Furr
An effective board adds real value to strategic leadership
and frees the CEO to do his/her job with optimal effectiveness.
The
21st Century Corporate Board
reviewed
by Ian Bullock
A review of Ralph Ward's comprehensive look at how corporate
boards are reshaping corporate America.
Related
Topics: Executive Performance | Partnering
& Alliances
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