Boards And Management Teams Have Different Agendas—And That’s Okay
Recent research highlights a potential disconnect between the priorities of the board and those of management. But there may be a healthy rationale for the divergence.
Corporate Board Member conducts survey-based research throughout the year to gather firsthand accounts from public company board members on shifting boardroom strategy discussions and processes. We also offer a timely look into boardroom sentiment with our Director Confidence Index, a monthly flash poll of board members on the economy and top-of-mind issues.
Every year, Corporate Board Member surveys U.S. public company board members to take their pulse on the issues that are most prominent in the boardroom for the year to come and the strategies companies are implementing to overcome the biggest challenges ahead.Â
Following a multiyear global healthcare crisis that pushed medical professionals to their limits, heavy turnover and a talent pipeline shortage continue to plague healthcare organizations, large and small. At a recent roundtable co-sponsored by Chief Executive and Pearl Meyer, industry executives discussed the best way to develop that strategy.
Compared with their public company peers, private company CEOs enjoy far greater flexibility in executive compensation program design. At the same time, freedom from restrictive regulations and disclosure requirements comes with a flip side: lack of access to the power of publicly traded equity-based pay as a recruitment and retention tool.
Boards find themselves operating in an era of near-perpetual volatility and uncertainty. Waves of change have swept boardrooms in the past, but usually in the aftermath of major corporate crises and new regulatory requirements. This time, however, is different. As boards face new pressures and new tasks, many are taking a more proactive approach to change the way they get work done.
Recent research highlights a potential disconnect between the priorities of the board and those of management. But there may be a healthy rationale for the divergence.
Turnover risk among senior leadership teams is a top concern in boardrooms, according to Corporate
Board Member’s latest director survey, conducted in partnership with governance consultancy Farient. We asked directors what worries them most—and what they’re doing about it. Some insights.
Mounting risks and heightened scrutiny have boards adapting—and sometimes scrapping—traditional processes to comply with new, increasing demands, according to a survey of more than 250 board members by Corporate Board Member and EY Americas Center for Board Matters. Some insights.
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