The fact is, corporate governance best practices apply across (forgive me) the board. They aren’t restricted to those entities that are legally structured as corporations, nor should an organization’s size be a consideration. Whether you identify the nature of your role as corporate governance or board governance, the principles are consistent.
Making the right capital allocation decisions is essential if technology companies are going to grow over the long-term and maximize shareholder returns. Capital allocation decisions are even more important now because interest rates are rising, as is geopolitical uncertainty.
Women still account for fewer than 5 per cent of the chief executive positions in the US, UK and Europe, according to new research that suggests efforts to diversify corporate leadership may be stalling.
So far, disruptive technologies have broadly impacted just two sectors; traditional media and retail. Next up? Financial services, healthcare and transport
"Fiduciary Duty, Corporate Goals, and Shareholder Activism" Case Western Reserve University School of Law Sponsor: The Law Review Conference & Leet Symposium...
John Flannery’s sudden ouster at GE after a mere 13 months on the job by a newly constituted board startled many peer CEOs, as well as analysts, investors and employees. Admittedly, GE’s share price had dropped 50 percent since he was appointed a year earlier, but Flannery had inherited a troubled turnaround challenge.
When it comes to the unique challenges facing directors today, it is safe to say that “we’re not in Kansas anymore”. A look back at the first half of 2018 shows that shareholder activism continues at record pace, passive asset managers are growing larger and have found their ESG-centric voice, and corporate crises are proving to be fast-moving and wide-ranging.
Now that cheerleading for Coca-Cola’s £3.9billion buyout of Costa from Whitbread is dying down, it is worth taking a second look at the transaction and what it really says about Britain plc.
It used to be 'corporate raiders' that instilled fear of takeover in the hearts of company boards. Now it is 'activist shareholders' who want to shake up the performance of a company.
Since "activist" investors, many of them foreign, first emerged in Japan more than a decade ago, the Tokyo corporate establishment has repeatedly rolled out the fable of "good" and "bad" shareholders to discredit them.
For corporate directors, the new year is never a case of “out with the old and in with the new.” Last year’s risks, liabilities and duties don’t lapse. Instead, new issues come to the fore while old ones evolve into different and sometimes even more complex challenges.
Les Canadiens ne pourront pas se procurer des boissons alcoolisées infusées au cannabis malgré l’élargissement de la légalisation à d’autres « produits comestibles » à base de marijuana l’automne prochain, si l’on en croit les nouvelles règles proposées jeudi par le gouvernement fédéral.
According to a report by the Telegraph last year, there has been a “spectacular growth of activist campaigns in recent years”, with journalist Sam Dean stating that some can find them to be “corporate raiders intervening in companies, ruffling feathers, in the hope of a quick return.” And that has been never more apparent then in the beauty industry over the past year.
Voices against dual-class shares, which violate the principles of corporate democracy and the precept of “one share one vote,” have increased over time. An influential 50-member Investor Stewardship Group (ISG), overseeing $22 trillion in assets, demands a total elimination of dual-class stock.
More than ever, investors are holding boards accountable when things go wrong. Misalignment of pay and performance, organisation scandals, inadequate risk management and poor firm performance headline a long list of flashpoints.
Le gouverneur de la Banque du Canada, Stephen Poloz, souhaite que les Canadiens s'habituent à l'idée que des taux d'intérêt à 3 % deviennent la nouvelle norme, alors que l'ère des coûts d'emprunt à des creux historiques s'efface progressivement.
As the 10-year anniversary of the last crash nears, pundits are predicting the next one. That’ll bring another problem: Who’s going to solve the crisis when our president has poisoned relations with the institutions that helped fix the last one?
Greedy locusts or corporate reformers? Ruthless predators or clear-eyed strategists? Activist investors are transforming the corporate landscape, but their broader impact is still far from clear. Their strategy is by now well-documented: they buy a stake, mobilize other influential investors for their campaign and then enforce their own goals for the company, often by installing a new executive team, slashing costs, pushing for higher profit margins and selling underperforming business units.
While European equity markets outpaced much of the developed market competition in 2017, a bout of global volatility in the first half of 2018 dampened their momentum. This sluggishness likely will be temporary, however, as valuations appear attractive given Europe’s broadening and accelerating economic recovery and improving corporate earnings growth.
The image of the activist shareholder has changed, especially in Asia.
Accused of being short-term, secretive corporate raiders in the past, activists are now careful to position themselves as ‘change agents’, helping companies unlock value and drive growth.
Growth through mergers and acquisitions has already surpassed $1.7 billion this year, which is the fastest growth rate in value ever recorded. But what exactly is behind these historic growth rates, and is this kind of performance sustainable in the long run?
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