This study is based on interviews with the chairmen of many of Europe's largest banks and other financial institutions.
Best practices for building or rebuilding a corporate board
Summary of a panel discussion held in Mumbai to discuss how Indian companies can raise their standards of corporate governance and ensure that their boards function more effectively.
Corporate governance in the CAC 40 companies.
The 2009 UK Board Index covers 150 of the largest companies by market value at the end of April 2009, excluding investment trusts.
Desde que iniciamos la publicación del Índice Spencer Stuart de Consejos de Administración en el año 1997, el gobierno corporativo en España ha mejorado sensiblemente.
Considers the migration of certain corporate governance principles around the world and how they are being applied in different political, economic and cultural contexts, particularly in Asia Pacific.
With more chief financial officers acting as strategists and risk managers, boards should work closely with them and plan their succession.
A new book co-authored by Spencer Stuart consultant Greg Welch illustrates how today's most dynamic companies are adopting a more humanized approach to commerce — and reaping rewards as a result.
The latest German Board Index examines governance trends in top listed companies.
It’s easy for directors to lose sight of top corporate objectives in a downturn. Here's a reminder of where priorities really lie.
A look at how boards best handle reputational issues, following interviews with FTSE 100 chairmen and corporate affairs directors.
An examination of the current state of corporate governance in South Africa through the eyes of board chairmen and governance experts.
During the first half of 2008 Spencer Stuart interviewed audit committee chairmen from leading FTSE companies across a variety of sectors to determine their views on the quality of audit and risk services within UK public companies.
In a time when more is demanded of corporate boards, new directors often have less experience than their predecessors had when they joined a board — a potential problem for board effectiveness. As they appoint more directors who are new to the role, boards should take steps to improve the effectiveness of first-time directors.
Despite ranking it as one of their most important duties, only half of public companies have CEO succession plans in place.
The growing trend to fire CEOs quickly raises the question of when they should be let go.
Institutional investors and activists have got their wish for more independent and powerful boards, but not without unintended consequences.
This issue of our Cornerstone of the Board series looks at the role and responsibilities of the nonexecutive chairman.
Discussion of the challenges facing listed company boards in India
Published in the March 2007 issue of Trustee, this article considers how CEOs can best plan for a graceful exit.
In light of the growing need for director education, we examine the different approaches boards are taking for ensuring that their directors are well-informed and engaged.
Two Spencer Stuart boardroom experts share their individual and distinctive points of view on whether companies should or should not separate the roles of chairman and CEO.
Outline the six steps that every healthcare board can take to move towards a more strategic board agenda.
A study of the issues of concern to corporate audit committees
Interviews with chairmen, CEOs and advisors on the changing role of the FTSE 100 chairman.
Outlining the new process US boards are beginning to adopt when recruiting directors.
CEOs discuss the issues facing boards as corporate governance regulations tighten.
The benefits of well-executed board assessments.
How to improve CEO evaluations – for – the benefit of the company, the board and the CEO.
Your relationship with the board could dictate your success or failure as CEO.