Corporate Governance
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2013 CEO Performance Evaluation Survey

2013 CEO Performance Evaluation Survey | Corporate Governance | Scoop.it

A new study shows that CEOs are doing a lousy job when it comes to people management. The study, a joint project by the Center for Leadership Development and Research at Stanford’s Graduate School of  Business, Stanford’s Rock Center for Corporate Governance and The Miles Group, a consulting firm in New York that focuses on C-suites and corporate boards, found that both CEOs and boards are overly focused on the bottom line, at the expense of mentoring and engaging their boards. The survey polled 160 CEOs and directors of North American public and private companies.


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Winners of CSCS Excellence in Governance Awards Announced - Canada NewsWire (press release)

Winners of CSCS Excellence in Governance Awards Announced - Canada NewsWire (press release) | Corporate Governance | Scoop.it
Winners of CSCS Excellence in Governance Awards Announced Canada NewsWire (press release) Peter Dey, Chairman of Paradigm Capital, considered Canada's 'Godfather of corporate governance' for the 1994 'Dey Report' was also honoured for his...
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The Top 100 Thought Leaders in Trustworthy Business Behavior™ 2013

The Top 100 Thought Leaders in Trustworthy Business Behavior™ 2013 | Corporate Governance | Scoop.it
The Top Thought Leaders in Trustworthy Business Behavior™ 2013

...organizations cannot be deemed trustworthy without a culture that embraces strong and stable financials, conservative accounting, corporate integrity, transparency, sustainability and long-term reputation preservation. Many of these people are well known and have received numerous honors , while others are quietly working behind the scenes. We intend to shine the spotlight on both groups, hoping that the world focus will shift from the “scandal of the day” to the trustworthy leaders and organizations of the day.


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, January 16, 2013 12:40 AM
The mix of known and lesser known, and the span of expertise is illustrative of the mix of what it takes to be worthy of trust today, and what is needed now in organizations. ~ Deb
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Designing Trustworthy Organizations

Designing Trustworthy Organizations | Corporate Governance | Scoop.it

How do organizations and their leaders earn and maintain trust — and then repair it after a violation? Why do trust failures continue to occur with such frequency? How can they be reliably prevented?

 

Those are the questions that drove 12 years of research by authors Robert F. Hurley (Fordham University), Nicole Gillespie (University of Queensland, Australia), Donald L. Ferrin (Singapore Management University) and Graham Dietz (Durham University, United Kingdom). A lot of the literature about trust supports commonsense notions about how individual leaders can earn the trust of followers. But building and sustaining organizational trust turns out to be different from building and sustaining interpersonal trust, and not nearly as intuitive.


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The Learning Factor's curator insight, June 18, 2013 10:15 PM

Building organizational trust is different from building interpersonal trust — and less intuitive.

Nuala Dent's curator insight, July 13, 2013 7:04 AM

Great article on trust, including trust framework and questions to test it.

 

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The 2012 Chief Executive Study: Time for New CEOs - Just Released

The 2012 Chief Executive Study: Time for New CEOs - Just Released | Corporate Governance | Scoop.it

This is the thirteenth year that Booz & Company has examined CEO successions among the world’s top 2,500 public companies. In 2012, 15.0 percent of CEOs at those companies left office, up from 14.2 percent in 2011. This is the second-highest rate of CEO successions in the history of the study.

 

Moreover, 2012 delivered the largest number of planned CEO successions Booz & Co have ever seen. This suggests that companies are working more thoughtfully than ever to ensure they put in place new leaders who will best serve the company for years to come.

Who are those leaders? For the most part, they are familiar faces: companies promoted people from within 71 percent of the time; a quarter of incoming CEOs had worked at the same company for their entire career; 81 percent of new CEOs had the same nationality as the company’s headquarters; and 95 percent were men.

Booz and Co's Chief Executive Study now reaches back to 2000 and includes unique evaluations by geography and industry as well as analyses of major trends in corporate governance, such as dual CEO/chairman appointments and how often companies use the apprenticeship model.


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The Learning Factor's curator insight, April 16, 2013 4:15 PM

This Booz & Company study examined the rate of, reason for, and geographic and industry distribution of chief executive changes among the world's 2,500 largest public companies.


Key findings include:


  • Companies are becoming more proactive about the CEO succession process. Companies are now planning carefully to ensure they have the leaders they need. Planned successions made up 72 percent of all 2012 successions (up from 69 percent in 2011), and forced turnovers were at 19 percent, their second-lowest share ever. This shift indicates that companies are now able to take a more thoughtful approach to transitions.
  • The proportion of female CEOs saw a slight increase in 2012. Only 5 percent, or 15, of the incoming class of CEOs in 2012 were women -- which is a notable rise from the 3 percent average over the prior three years, but still only a tiny share.
  • The "Global CEO"is more of a myth than a reality. Most companies seem to be seeking familiarity in their new CEOs. In 2012, 71 percent of new CEOs were insiders -- people promoted from within. Companies also tended to hire leaders native to their company's headquarters country; 81 percent of companies hired CEOs from the company headquarters country and an additional 9 percent hired CEOs from a different country but the same region as headquarters. Additionally, this year's study found that 25 percent of new CEOs had worked at only one company for their whole career.
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Corporate Governance, Rebalancing & Institutional Reform | ToUChstone blog: A public policy blog from the TUC

Corporate Governance, Rebalancing & Institutional Reform | ToUChstone blog: A public policy blog from the TUC | Corporate Governance | Scoop.it
Sarah O’Connor has an excellent (and long) Analysis feature in the FT today on the UK’s poor export performance in recent years and the general failure to

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Microsoft CEO Ballmer Said to Discuss Exit in 2010 - Businessweek

Microsoft CEO Ballmer Said to Discuss Exit in 2010 - Businessweek | Corporate Governance | Scoop.it
Los Angeles Times Microsoft CEO Ballmer Said to Discuss Exit in 2010 Businessweek Ballmer and the company's board started discussing succession planning as early as 2010, said a person with knowledge of the matter, who asked not to be identified...
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