The Board’s Responsibility for the Corporate Brand
by James R. Gregory, CEO, CoreBrand
The Fortune Brands’ story is one that I know well. Without a corporate brand focus, the logic and cohesion of a holding company loses resonance, eventually leading to underperformance of its stock and increasing pressure to break up the company. Corporate brand campaigns are essential for holding companies. They should be protected and funded at the board of directors’ level.

The Case for Mission Driven Business
by Steven Van Yoder
In 1970, economist Milton Friedman wrote a now-famous article for the New York Times Magazine entitled “The Social Responsibility of Business Is to Increase Profits.” Today, businesses are proving Friedman wrong. Whether it’s called altruism, social responsibility, or strategic philanthropy, businesses have learned that combining enlightened self-interest with support for social causes makes business sense.

Executive Leadership Performance - A Wake-Up Call for Boards
by Dr. Rosie Steeves
Most directors know senior leadership performance matters, but how many know how their own executive team measures up? Recent studies confirm that the leadership behavior of an organization’s executives has a profound impact on employee engagement, productivity, and retention—factors known to affect overall organizational performance.

A CEO’s Worst Nightmare: How Contingency Planning Can Avoid Strategy Failures
by Robert A. Simpkins, CMC
When should Contingency Plans be developed?  The answer is: Whenever your organization’s planning team is faced with the possibility, no matter how slight, of  uncontrollable events that could alter the rationale and foundational assumptions of your strategic plan. Make Contingency Planning part of your organization’s resident expertise.

A 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.

An Iconoclastic View of Risk
by H. Felix Kloman
The author challenges four "icons" that have grown insidiously and perniciously within the discipline of risk management: first, that "risk" is bad; second, that the primary goal of risk management is to benefit shareholders; third, that risk management is the responsibility of specialists; and, fourth, that risk can be transferred.

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 Wave of the Future - Product Liability Prevention
by Randall Goodden
Due to the ever growing impact of lawsuits and fears of exposure, manufacturing corporations have generated a significant interest in the formal study of Product Liability Prevention and its related systems and procedures.

Understanding the Focus of Product Liability Prevention
by Randall Goodden
The essentials of product liability - the things you need to know.

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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