A review of critical steps in rigorous planning to provide for continuous leadership in the role of the chairman, a process rarely discussed when establishing plans for succession.
With Point of View, we share our ideas and insights on some of the most critical leadership issues affecting our clients.
Time is a scarce resource for boards. Amid growing business complexity and growing demands on directors, what must a board do well?
Boards can be more or less effective, irrespective of their governance model. What are the basic principles of effective governance?
A board assessment can be a valuable tool for improving board effectiveness. How can boards ensure that they get the most out of this exercise?
As the reverberations of the financial crisis are still being felt in boardrooms around the UK, we look ahead to the challenges facing boards in 2012, including executive pay, gender diversity and shareholder engagement.
An examination of the number of women on boards in key markets and some of the issues boards face as they seek to introduce more gender diversity.
The latest data and trends in board composition, committee structure and director remuneration at FTSE 150 companies.
A look at the newest expert in the boardroom—the digitally-savvy director—and a model for navigating this unique recruiting process.
The best leaders aren’t found by looking for that one perfect person. Organizations get the leaders they need when they identify the demands of their situation, and create a process designed to locate the person who best fulfills those requirements.
Given slow progress over the past decade, increasing pressure to add more female board members and the growing use of legislation as a remedy to affect change, directors discuss how to “move the needle” on gender diversity in the boardroom.
Findings from a panel discussion of the importance of a succession strategy to the continuing prosperity of a company, and the social obstacles that companies in India need to overcome to develop an effective plan, especially in family-run businesses.
In a video interview, Julie Daum, co-leader of Spencer Stuart's North American Board & CEO Practice, speaks with Corporate Board Member magazine about the latest trends in board leadership.
A detailed study of insider and outsider CEO transitions in the top listed companies in France, Germany, the Netherlands and the UK.
Current board trends and practices among companies in the BSE 100.
A study of CEO transitions in FTSE 150 companies over the five-year period between 2004-8. Our research shows that a blanket declaration that either insiders or outsiders as a group are the best way forward is no longer sufficient.
Changes in Britain's boards of directors from 1960 to 2010.
Im Board Index erfasst Spencer Stuart stichprobenartig die Entwicklungen in den Leitungs- und Aufsichtsgremien börsennotierter Gesellschaften...
The 15th annual Canadian Spencer Stuart Board Index (CSSBI) studies director compensation, governance practices and trends for 100 of the largest publicly traded Canadian companies.
Directors are more influential and yet more exposed than they have ever been. What is the motivation for serving on a board today when the risks seem so high?
With more attention on risk, how is the nature of risk management changing at the board level?
What are the common challenges boards are encountering in their succession planning processes and the best practices for overcoming them?
The issues and activities that should be top of mind for board directors.
A special issue of Point of View focusing on today’s board and CEO agenda.
Im Auftakt zur Reihe „Effektive Unternehmensaufsicht — Gute Praxis und Trends“ erläutert Dr. Willi Schoppen seine Erfahrungen aus sieben Jahren Effizienzprüfung: „Der Aufsichtsrat zwischen Beratung und Kontrolle“. Er umreißt darin, wie sich — auch mit Hilfe der Effizienzprüfung — die Best Practice in der Arbeit des Aufsichtsrats entwickelt hat und zeigt Handlungsfelder der Zukunft auf.
A look at 25 years of data from the Spencer Stuart Board Index reveals how corporate board practices — and membership — have evolved over the past quarter-century.
A webcast interview with Corporate Board Member magazine highlights the latest trends in board leadership, with a particular focus on the roles of the nonexecutive chair and lead director.
Reputational challenges facing South African companies in a changing environment
A summary report of board and governance trends in South Afrtican listed companies.
Current board trends and practices at the largest companies in Denmark, Finland, Norway and Sweden.
A roundtable discussion on the state of succession planning across the spectrum of Indian companies.
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.
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.
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.
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
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.