Articles from Directors & Boards (January 1, 2008)

Title	Author	Type	Words
A postcard from the edge; Dad's message: 'Corporate America is in trouble, and it's time for a change!' Remembering Stanley Foster Reed (1917-2007), founder of Directors & Boards.	Lajoux, Alexandra Reed	Obituary	1100
A prime target: a personal rebellion against 'think-alike' boards motivated the founding of Directors & Boards.	Reed, Stanley Foster	Excerpt	446
Alignment strikes out: this screwball notion never stood a chance--at least not with Yankees manager Joe Torre.	Kaback, Hoffer		928
Balancing acts: for directors, the virtue of independence should be leavened with the strengths of industry knowledge and experience.	Raymond, Doug		734
Be strategic about board composition: it is naive to assume that all directors are equally capable in every respect. Boards need to be built on multiple diverse talents and perspectives to execute their responsibilities effectively.	Crawford, Curtis J.		1693
Big fish, little pond: how large-company execs best fit into smaller businesses ... and their boardrooms.	Malizia, David J.		849
Book it: best bets for board reading; From a roundup of new books, leadership insights on rethinking a succession plan, becoming a first-time president, stakeholder strategizing, VIP treatment, and an ISS-BRT pow-wow.			2008
Company index.			252
D & O liability dangers outside the U.S. borders: in foreign venues, individual risk can be amplified. Here are some questions for your chief risk officer.	Proferes, James H.		794
Director index.			569
Directors Roster: a quarterly record of new director appointments.			9158
Is a health care executive on board? The health care industry is one tough business--breeding a pool of board candidates experienced in dealing with the most difficult challenges facing Corporate America today.	Snyder, Lynn Shapiro; Van Trease, Sandra		1121
Kidnap and ransom: is the risk so remote? Here is what you need to know about K & R insurance in today's dangerous world.	Ralph, JoAnn		3048
Managing the black ink and red flags of FX: quantifying foreign exchange risk is harder than you think.	Koester, Wolfgang		727
Penned from Phnom Penh.	Rock, Robert H.		475
Roadmap for successful succession planning: this robust four-step process enables the board to fully address its leadership transition responsibilities and help set the new CEO on the right course.	Miles, Stephen A.; Dysart, Theodore L.		1857
Setting executive pay in the 'hard spot'; The big challenge: when financial performance is strong but the stock price has not yet responded to reward shareholders. What should the compensation committee do in this scenario?	Kay, Ira T.; Van Putten, Steven		2250
SRI: No longer a niche investment strategy; Being included in socially responsible investment indexes has its rewards. Does your company qualify?	Moskowitz, Jerry		1787
The compensation committee recharged: what's being asked of the committee in the coming year challenges the traditional distinction between oversight and management. How should the members fulfill their expanded role?	Nussbaum, Martin		1233
The enemy: compliance fragmentation; Automate, centralize, and coordinate your way to an improved GRC process.	Lea, Melissa		690
The other private equity: despite the credit crunch, growth equity spurs innovation, promotes economic growth, and builds strong public companies.	Ford, William E.		710
Top 10 ways to avoid trouble in China: on 'being yourself'--not!--and other ways Westerners are advised to tread with care.	Revis, Ted		804
Transitions 101.	Kristie, James		498
Two outrageous tales of outsourcing: hiring outsiders to evaluate executives sets a new high standard for buck-passing.	Sutton, Gary		597
Why so many companies fail at succession; A focus on three circumstances that can cause self-destructive behavior in leader selection, even for the well-managed companies: the style of the incumbent CEO, rapid growth, and strategic inflection. What's a board to do?	Bower, Joseph L.	Cover story	2388
Worried about your global partners? If implemented properly, investigative due diligence is unsurpassed as a low-cost, high-value tool in learning about a company's overseas connections--particularly in light of stepped-up enforcement of the Foreign Corrupt Practices Act.	Moritz, Scott; Block, Maximilian		1649