TRADITIONALLY, THE MAKEUP OF CORPORATE BOARDS HAS FOLLOWED A CLEAR SET OF PARAMETERS: A CIO FOR TECHNOLOGY STRATEGY, A CFO FOR FINANCIAL STRATEGY, A CEO TO TEACH YOUR OWN CHIEF EXECUTIVE HOW TO MOVE THE COMPANY FORWARD.
Bob Marese is a Managing Director at MacKenzie Partners, a full-service proxy solicitation, stock monitoring and identification, investor relations and corporate governance consulting firm. Marese joined MacKenzie in 1994, and is currently responsible for oversight of European operations. He’s also responsible for the oversight of proxy and consent solicitations, proxy contests and corporate control events, and tender and exchange offers in both the United States and Europ
During two decades serving on more than 25 public boards, I’ve seen significant change to the way CEOs and boards engage and interact. When I first joined Lucent’s board about 20 years ago, board service was already evolving from a primarily oversight role to one of greater engagement and shareholder representation.
What is, and what should be, the role of the corporate shareholder? This debate could be summarized as follows: Are shareholders merely extras in the corporate movie? Or are they lead actors that need to be empowered so that they can successfully play their roles? However, as most readers in this blog know, it is actually much more complicated than that.
January 2018 saw more companies publicly subjected to activist demands than any start to a year since at least 2013, according to data from Activist Insight Online.
Shareholder votes have focused attention on the link between compensation and company performance. Here's how hedge funds use executive pay as a lever.
The mood at Davos was the most upbeat for over a decade. Synchronous global growth, surging markets, ultra loose monetary policy and some pro-business policies are unleashing animal spirits. In fact…
Shareholder activists are targeting more companies as they seek ways to put their funds to work. By understanding the forces driving activists, directors can help ensure their company is ready when one comes knocking. We give you the cheat sheet.
When it comes to proving the power of diversity in sport, the stepping out of one Jackie Robinson onto a baseball field in 1947, and his glittering subsequent ten year career, knocked the sport's old fashioned racists out of the park. It just took a while for the rest of the sporting world to wake up.
In recent years, shareholder activism has gained significant influence on the fate of public companies worldwide. This trend does not stop at Switzerland. During 2017, we recorded in Switzerland a peak in activity of shareholder activists, going beyond previous thresholds with some prominent and - from an activist’s point of view – in fact quite successful cases.
More than three-quarters (80%) of corporate secretaries and governance professionals identify strategy as their primary board focus, with risk oversight coming in second at 42%, and board selection third at 29%, according to the most recent Board Practices Report from Deloitte’s Center for Board Effectiveness and the Society for Corporate Governance.
Jim Rossman, Lazard’s Head of Shareholder Advisory, speaks about the resurgence of activism in 2017, with activists deploying double the amount of capita
Institutional investors are the majority owners of most publicly traded companies but allow activist hedge funds with smaller positions to push through corporate changes. There are various reasons why institutional investors may be reluctant to actively participate in proxy fights. Pozen suggests several practical forms of investor engagement that support long-term value creation.
U.S. companies that have board directors who hold more than three simultaneous directorships have historically performed more poorly than companies with less "busy" directors.
U.S. companies face a dizzying array of challenges, including from disruptive technologies and cybersecurity threats; economic and geopolitical uncertainties; climate change
Succeeding in the hyper-competitive online space is one of the toughest challenges for businesses. Yahoo CFO, Ken Goldman, explains how he plans to steer the in
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