Articles from Directors & Boards (June 22, 2002)

1-24 out of 24 article(s)

Title	Author	Type	Words
A view from the turnaround trench: don't let this day of reckoning completely dull our appetite for risk. (Endnote).	Brandt, William A., Jr.	Column	2128
At the reception. (A Governance Milestone).			163
CIA, Inc. (Director Library).	Mintz, James	Book Review	664
Commemorating a quarter-century milestone for Directors & Boards. (A Governance Milestone).		Brief Article	904
Corporate America speaks...polyphonically. (Quiddities).	Kaback, Hoffer	Brief Article	760
Covering your assets: the importance of products liability due diligence when making an acquisition. (Legal Brief).	Goodman, Mark P.; Greenblatt, Steven D.	Brief Article	770
Directors Roster: in affiliation with Spencer Stuart -- a quarterly record of new director appointments. (Spencer Stuart/Directors & Boards Directors Roster).	Porter, Martin D.	Brief Article	730
Do you understand your D&O policy? It has never been more critical for directors and officers to comprehend the scope of their coverage. These five questions will start the process. (D&O Insurance).	Keogh, John W.		1742
Honest questions needing honest answers: five straightforward queries that compensation committees should be asking...and answering.	Ferracone, Robin; Turner, Matt	Brief Article	675
In the up cycle.		Brief Article	524
Lessons of Enron: what the Enron bankruptcy means for your D&O insurance coverage. (D&O Insurance Update).	Weiss, Stephen J.	Brief Article	862
Matrix management: recipe for chaos? When it works, it works well. When it doesn't, it's a fast track to disaster. The strengths of the model appeal to many corporations today, but not all are suited for a matrix structure. (Organization Management).	Numerof, Rita E.; Abrams, Michael N.	Column	2328
Paying for Performance: A Guide to Compensation Management. (Director Library).	Weiss-Terbell, Harriette	Book Review	685
Raising the bar in the boardroom: new expectations and standards warrant a best-practices review. This checklist provides a starting point for identifying strengths and weaknesses in your governance structure. (Spencer Stuart/Governance Letter).	Boren, Susan S.; Daum, Julie H.	Column	1487
Should directors ever sell? (Director Accountability).	Meyer, Pearl	Panel Discussion	6247
Spare yourself from a capital crisis; mismanagement can occur in the blink of an eye when business circumstances change. There can be no quarreling with the overarching principle: managing working capital is vital. (Corporate Restructuring).	Pate, Carter	Column	1784
Spencer Stuart/Directors & Boards Directors Roster. (A-G).			6247
Spencer Stuart/Directors & Boards Directors Roster. (H-Z).			8249
System failure, system renewal. (Governance Leadership).	Weidenbaum, Murray L.		5174
The CEO's 'first hundred days': companies need a more formal and open process to let the CEO pick his team. Boards can start by considering several proactive steps. (Spencer Stuart/Governance Letter).	Carey, Dennis C.; Ogden, Dayton	Column	1148
The end of 'fast and loose'. (Letter From The Chairman).		Brief Article	393
The lead director in fund governance: without inflating the importance of the position or the person, here is some guidance on how the lead director can take the lead in enhancing board effectiveness.	Robbins, Larry M.		2685
Tone at the top: there is nothing more important for the board to care about, and to assess. (Some Things Considered).	Horton, Tom		814
Tyco's betrayal of board governance. (Board Accountability).	Levensohn, Pascal N.	Column	3294