When legacy-building is focused outward more than inward, you can leverage the numerous benefits the legacy-builder brings and is willing to commit to achieve strategic outcomes for the organization.
For today’s boards of directors to become truly effective in fulfilling their obligations, they must insist upon the presence of robust partnerships between themselves and their companies’ executives. By working in concert with their respective executive teams to address the critical issues of vision, impact and intimacy, they can create the frameworks necessary for ensuring that […]
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 […]
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.
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.”
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.
ou can realize the full potential your board has in order to become a competitive and strategic asset for the organization.
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.
Financial Quality practices, rooted in Six Sigma, can help corporate leaders manage more effectively, promote legal and regulatory compliance, reaffirm a culture of corporate financial responsibility, and ultimately restore investor confidence in America’s business institutions.
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.