The 2008 UK Board Index covers 150 of the largest companies by market value at the end of April 2008, excluding Investment Trusts.
This issue of our Cornerstone of the Board series looks at the role and responsibilities of the nonexecutive chairman.
Board chairmen and chairmen of the executive boards of the largest largest (AEX- and Midcap-listed) companies in the Netherlands discuss the key themes affecting their roles.
A look at what companies can learn from Silicon Valley - and ignore at their peril.
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.
Published in the March 2007 issue of Trustee, this article considers how CEOs can best plan for a graceful exit.
From complying with Sarbanes–Oxley legislation to ensuring they have the right mix of skills and independence, more and more nonprofit healthcare boards are embracing the same governance practices as public boards.
Everything from insensitive boards to personal liability for financial reports is making CFOs more apt to quit their jobs.
Despite ranking it as one of their most important duties, only half of public companies have CEO succession plans in place.
El Buen Gobierno Corporativo en la empresa familiar
How evaluations can lead to improved board performance.
The urgent need for mutual funds to address their own governance issues.
A study of the issues of concern to corporate audit committees
Corporate governance in Germany is governed by the Cromme Codex which, while providing sensible recommendations, ignores factors critical for family-owned businesses such as the relationship between the family and shareholders - and succession.
Published in The Corporate Board, this article examines directors’ motivations for joining and leaving boards.
Spencer Stuart’s first comprehensive analysis of CEOs of leading Canadian companies.
As corporations grapple with the complexity of doing business internationally, we examine the importance of adding an international perspective to U.S. boards.
A look at some of the main issues of corporate governance debate in UK companies
As the demands of governance reform rise, boards have to weigh the merits of committee role rotation against the need for experience and consistency.
Some boards focus properly on succession only when faced with
a performance crisis, in which case it is probably too late — they
almost certainly will have to look outside the organization for a
replacement CEO. What are the barriers preventing boards from
dealing effectively with the issue of CEO succession and how can
boards overcome them?
While the board is charged with the ultimate responsibility for
succession planning, CEOs are indispensable to the process.
Boards and CEOs should work together to clarify their respective
roles and responsibilities in the succession planning process.
A succession horse race can be an effective tool for assessing top
talent for the CEO’s role, but it also can be highly disruptive when
executed poorly. What are the pros and cons of the horse race and
how can boards ensure that it is used effectively?
Our study of the profile of senior management teams in Italian family-owned businesses and the relation between the composition of the team and company, reveals several important themes in Italian family businesses.
A study on what successful family-owned companies are doing to incorporate corporate governance practices in their businesses.
Discussion of the challenges facing listed company boards in India
Outline the six steps that every healthcare board can take to move towards a more strategic board agenda.
Historically, boards had allowed the chief executive officer to take the lead in filling board seats or tended to replace a retiring director with an individual “who looks like the person who left.” Today, of course, boards no longer cede responsibility for director
recruitment and succession planning to the CEO, yet they typically address director succession only on an as-needed basis — when facing an impending vacancy.
The third edition of the Spencer Stuart Governance Lexicon, published in December 2006, continues the firm’s commitment to helping board directors understand major governance issues and navigate through the intricacies of international codes and regulations.
Perspectives on building a new board based on expertise from executives who seamlessly created spinoff boards.
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.
How corporate governance changes are affecting boards and director recruitment.
The benefits of well-executed board assessments.
Outlining the new process US boards are beginning to adopt when recruiting directors.
Interviews with chairmen, CEOs and advisors on the changing role of the FTSE 100 chairman.
Spencer Stuart consultants Nayla Rizk and John Ware explore how the increased scrutiny on CEO compensation has affected compensation committees.