February 2007
As the state-owned sector attracts strategic investors, they find themselves befuddled by the role of an almost invisible power: the Communist Party.
Abstract
February 2007
The ex-president of Goldman Sachs talks about his experiences as a reformer of board governance in China.
Abstract
September 2006
Executives say their companies could be a lot more effective at developing a strategy and implementing strategic plans, and they suggest some areas for improvement.
Abstract
August 2006
As companies turn their attention from compliance to growth and innovation, boards must focus on strategy.
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May 2006
John Hammergren discusses his strategy to revive a wounded company.
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March 2006
Corporate board members are more actively involved than they have been, and they are often—but not always—knowledgeable.
Abstract
February 2006
The pressure keeps growing for companies to tackle a range of governance issues.
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March 2005
Better oversight isn't just for wholly owned businesses.
Abstract
March 2005
A McKinsey survey of directors shows that they’re tired of playing defense.
Abstract
November 2004
Many companies that thought they knew how to split them stumbled along the way. Five steps can make the process smoother and more successful.
Abstract
November 2004
They are less serious than many people think.
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November 2004
It takes two, says Jack Creighton, a veteran of many top executive jobs.
Abstract
May 2004
Directors and investors are demanding reform. Companies had better prepare for it.
Abstract
May 2004
Fund managers should be good owners, not just traders, believes the head of Europe’s leading shareholder-activist fund.
Abstract
May 2004
Corporate governance in Asia has improved, but implanting new forms of behavior will take time.
Abstract
May 2004
The ability to explain corporate decisions is now the very essence of management.
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May 2004
Corporations aren’t alone in focusing on governance; rigorous oversight of management and performance is increasingly important for nonprofits too.
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May 2004
A survey of directors and institutional investors shows that board governance still has a long way to go.
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May 2004
Corporate-governance codes are definitely effective—within limits.
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November 2003
Very few large family-owned enterprises thrive beyond the third generation. Those that do find ways to run themselves professionally while making the family happy.
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November 2003
It’s good to take risks—if you manage them well.
Abstract
November 2002
Investors are angry. Directors can run but they can’t hide.
Abstract
November 2002
Weak boards have allowed unscrupulous executives to enrich themselves at the expense of employees, shareholders, and communities. Strong boards are the answer.
Abstract
November 2002
A McKinsey survey of corporate directors.
Abstract
August 2002
The success of the companies listed on Italy’s STAR exchange shows the value of high corporate-governance standards.
Abstract
August 2002
In emerging as in developed markets, companies that adopt strict corporate-governance practices are being rewarded by institutional investors.
Abstract
August 2002
Thai companies can raise their market valuations by improving their performance on four dimensions of corporate governance.
Abstract
May 2002
For many industrialists in Brazil, the choice between full control and maximized value is a hard one.
Abstract
December 2001
Family-owned businesses in Latin America need stronger governance structures to survive and thrive in an era of globalization.
Abstract
December 2001
Advocates of more effective corporate governance have been focusing on corporate reform at the expense of institutional reform. Now is the time to change tactics.
Abstract
December 2000
In just over a year, the once novel concept of board governance has become entrenched in the banking system of South Korea. Its experience offers lessons for other Asian countries still struggling to recover their economic credibility.
Abstract
December 2000
Investors say they would pay more for the shares of well-governed companies. It is hard to measure the market impact of these hypothetical premiums, but there is little doubt that good governance does make a difference.
Abstract
August 1999
To do the job properly, corporate boards will have to become more diverse, more involved, and more financially rewarding to their members.
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August 1997
CEOs who resist pressure for strong governance risk having institutional investors or regulatory bureaucrats tell them what kind of board they should have.
Abstract
November 1996
According to a survey conducted by McKinsey in conjunction with Institutional Investor, Inc., good governance practice really does make a difference—a difference that many investors are willing to pay for.
Abstract
May 1995
Don’t start something you can’t finish. Peer review? Most of your directors’ time is spent in the air.
Abstract