Features
|
Get Ready for the Next Spotlight on CEO Pay
A growing number of boards think so, citing the need for fresh blood. Yet Institutional Shareholder Services, which once endorsed term limits as a sign of good governance, has now changed its mind. What should your board do? Plus: On the Money What the Proxy Must Tell |
|
|
|
|
Director Pay: The Gathering Storm
The new SEC rules will open board members' pay to closer scrutiny too. The scariest threat isn't to the average director's compensation — it's to the job security of directors who pay the CEO too much. |
|
|
|
|
How to Pick a Money Manager
Earning it is hard enough; investing it smartly can be an even bigger challenge. Consider: For a $10 million portfolio managed over 15 years, the difference between a 5% return and a 6% return is $3.2 million. Here's how to improve your odds of success. Plus: Hedge Fund Headache |
|
|
|
|
Ways to Repel a Hedge Fund
When raiders of yore came as barbarians to the gate, many boards simply pulled up the drawbridge, threw out some greenmail if they had to, and that was that. Not anymore. Plus: Who Targeted Whom and What Happened |
|
|
|
|
What China's IPOs Don't Like About the U.S.
No surprise, it's all those reforms and the transparency they'll be subjected to that are turning away the big companies. The smaller ones now going public see it differently. Plus: Saying "No Way" in Hindi and Russian |
|
|
|
|
Lessons from Lenovo
American banker Lee S. Ting, a director at China's top computer maker, tells of its plans for the U.S. (and how U.S. companies can compete over there), predicts an increase in Chinese acquisitions in the U.S., and says governance matters to Chinese investors. |
|
|
|
|
Strong Boards Need Strong Executives
An expert on board leadership sets out clear, provacative rules for the distinct roles of directors and CEOs. He also warns of the consequences if boundaries are crossed. |