Table of Contents
Chuck Underwood and Bob Zukis explain how demographic and technological disruptors will shape the boardrooms of the future.
by Ashley Marchand Orme
A look at how investigative services company K2 Intelligence is making innovative use of state-of-the-art technology to help companies mitigate risks.
by Ashley Marchand Orme
Celebrating the directors and governance professionals who comprise and maintain the corporate governance ecosystem.
by Judy Warner
Need to Know
A proactive embrace of the changing demographics in America will undoubtedly lead to a better understanding of consumers and stakeholders while opening up new avenues for growth.
by NACD Editors
The recent uptick in IPO activity may be short-lived, a diminishing effect of the JOBS Act.
by Matt Abedi
In the run up to proxy season, shareholder resolutions get screened.
by Alexandra R. Lajoux
A decision affirms that directors have clear authority to require shareholder suits be filed in a single state.
by Francis G.X. Pileggi
Cato Institute CEO John Allison on the credit crisis, the consequences of fair-value accounting, and the Lehman Bros. bankruptcy.
by Jeffrey M. Cunningham
Andrea Bonime-Blanc and Martin Coyne II on what constitutes an effective ethics and compliance management framework for companies at different stages of development.
by Andrea Bonime-Blanc and Martin M. Coyne II
Talent-driven services corporations contend with unique issues that are difficult to accommodate in a public company.
by Keith C. Wetmore
Officers and directors frequently make the mistake of thinking signing definitive deal documents marks the end of the financing. There are, however, additional post-financing steps that need to be considered to ensure success.
by Adam J. Epstein
Private Company Insights
Mixing minority investors with family members, employee-owners,and founders can be disruptive—but conflicting views aren’t always counterproductive.
by Brian Hughes
Common to all committee work is the great need for informed insight.
by Jesse Rhodes
Richard Chambers of the Institute of Internal Auditors helps directors explore whether their company's internal audit is high quality.
by Richard Chambers
Chris Ruggeri and Justin Silber discuss ways that boards can think like an activist investor by monitoring market activity, evaluating vulnerabilities, and preparing a response plan.
by Chris Ruggeri and Justin Silber
Audit Committee Issues
Dennis T. Whalen writes that a company's capital allocation process should be robust and well oiled, and the board of directors has an important role to play.
by Dennis T. Whalen
Matt Vnuk of Compensation Advisory Partners provides a recommended approach to performance assessment as it would link to executive compensation.
by Matt Vnuk
Mergers & Acquisitions
Elliot Fuhr, Brian Kushner, and Sheila Kindig—all from FTI Consulting—offer guidance on the elements of a successful merger integration.
by Elliot Fuhr, Brian Kushner, and Sheila Kindig
Marc Fogarty from EisnerAmper writes about why boards of directors should pay attention to revenue recognition guidance that was released in May.
by Marc Fogarty
Scott C. Herlihy, Steven B. Stokdyk, and Joel H. Trotter, all from law firm Latham Watkins LLP, discuss why they think instituting director term limits would be misguided.
by Scott C. Herlihy, Steven B. Stokdyk, and Joel H. Trotter
Strategy & Risk
Protiviti Managing Director Jim DeLoach says that effective risk management, when integrated with strategy setting and performance management, can help invigorate opportunity-seeking behaviors.
by Jim DeLoach
While the government does not require regular board assessments, Phyllis Deiso of consulting firm McGladrey points out the benefits of conducting the assessments.
by Phyllis Deiso
December 2010/January 2011
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