Board & CEO Services
Leadership, it's been said, is the single most important contributing factor to an organization’s success. In today's business environment, maintaining strong governance is no longer an option and identifying, recruiting and developing leaders is an ongoing challenge.
Expanding the talent pool for CEOs and directors is imperative. Easy to say, but how do you do it?
What are the issues regarding a board’s size, composition, functional balance, and director compensation plans? What are the current “best practices” for boards of directors when searching for a new CEO?
Publications - 1 / 26
The Diversity Scorecard: Measuring Board Composition in Asia Pacific
In Asia, as in the rest of the world, board composition concerns have shifted from independence, to competencies, to commitment, and now to diversity. There is an increasing recognition that boards need to incorporate diversity considerations―particularly with regard to gender―when appointing directors.
Date:
01/20/2012
Corporate Board Governance and Director Compensation in Canada: A Review of 2011
In partnership with Patrick O'Callaghan and Associates, Korn/Ferry is pleased to present the most comprehensive review of public issuer governance data available in Canada. This nineteenth annual report examines governance in Canadian companies and income trusts and includes our special report, Retirement Age and Term Policies – A New Focus. Our commitment is to provide directors and trustees with accurate and relevant Canadian data across a wide spectrum.
Date:
01/19/2012
Preparing for CEO-ship: Companies using Chief Executive Institute hire external CEOs half as often as the Fortune 500 average.
The Chief Executive Institute® is an individualized, in-residence program for CEOs and their successors.
Date:
12/14/2011
Author:
Kevin
Cashman
The Korn/Ferry Market Cap 100: New directors and new directions at America’s most valuable public companies
The KFMC100 is Korn/Ferry International’s annual report on board leadership at the most valuable quoted companies in the United States. This group of 100 is utilized on the assumption that trends found among its board practices are worth understanding and considering. The primary focus of this year’s survey is “The Class of 2010,” those ninety-five new directors who joined the boards of KFMC100 companies during the fiscal year 2010, filling ninety-eight total seats on boards. What characteristics are these newcomers bringing to those boards? And how do they differ from those already there?
Date:
12/12/2011
CEOs’ Washington imperative
Politics and policy need to be higher on the agenda of American CEOs. The ramifications of trade, taxation, and regulation are too great to be neglected, or even delegated. As notable cases show, companies are far better off working to influence the process than responding to the result. This calls for more direct effort on the part of CEOs, and for companies to recruit and develop leaders with deep policy experience.
Date:
09/14/2011
Author:
Nels
Olson
Corporate Board Governance and Director Compensation in Canada - A Review of 2010
This eighteenth annual report examines governance in 292 Canadian public companies and income trusts and includes our special report, "The Challenge of Individual Director Evaluation." The goal is to provide directors and trustees with an accurate and relevant Canadian data across a wide spectrum.
Date:
03/02/2011
Calculated risk?
The last two years have seen several high-profile examples of excessive risk-taking in the corporate world. Adding regulations to avoid any repeat of the global financial crisis will be ineffective if it is not accompanied by a wholesale change in companies' own attitude to risk.
Date:
02/23/2011
The Korn/Ferry Market Cap 100: Board leadership at America’s most valuable public companies
The Korn/Ferry Market Cap 100 (KFMC100) comprises the U.S. companies traded on the NYSE or NASDAQ, excluding public investment firms, with the largest market capitalization as of the close of market on May 3, 2010, after reporting for the 2009 fiscal year. Data about the companies’ boards, compiled from proxies related to fiscal year 2009, provide the baseline for this report.
Date:
10/27/2010
How to choose the right nonexecutive board leader
It’s time to use a structured process for selecting the nonexecutive leader of the board. Defining the role is a good start.
Date:
05/17/2010
Board of Directors Study - Australia and New Zealand 2009
The 2009 Board of Directors Study, Australia and New Zealand is publishedby Korn/Ferry International in partnership with Egan Associates. This year wediscuss the various trends in Non Executive Director selection, many of whichare a consequence of the global financial crisis and recent court decisionsinvolving board members.
Date:
02/08/2010