Lonergan Resources
Articles of Interest to CEOs
How to Take the Reins at Top Speed
Published by BusinessWeek / online
February 5, 2007
Borrowers have their grace periods. Married couples have their honeymoons. And new corporate leaders have long had their "first 100 days." For CEOs, at least, that's the approximate time between a new job's starting line and Wall Street's first quarterly day of reckoning.
Published by The McKinsey Quarterly
Authored by Kevin P. Coyne and Bobby S. Y. Rao
2005
It must be one of the most thrilling moments of an executive's career—the call to lead a company. With the new office come new responsibilities, new excitement, a sense of accomplishment, and, unfortunately, a high risk of failure: within three years of the appointment, one-third of all CEOs chosen to guide US companies are gone.
Perspectives on Corporate Finance and Strategy
4 Articles published by McKinsey on Finance
Number 9, Autumn, 2003
Restructuring Alliances In China
The View from the Corporate Suite
Smarter Investing for Insurers
A Closer Look at the Bear In EuropeAlliances In Consumer and Packaged Goods
Published by the Harvard Business Review
Best of HBR, 1992
Authored by Christopher A. Bartlett and Sumantra Ghoshal
If your operations span the globe, you need to develop three very different kinds of managers and then unite them in a common purpose.
Articles of Interest to Directors
Splitting the Roles of CEO and Chairman of the Board
Authored by Paul Dorf, PhD., APD
Assisted by Kim VanDeWalle
March 2004
Recent corporate scandals have focused attention on corporate governance issues, one of which is the role of the CEO and his/her relationship with the Board of Directors. Presently, most major companies have CEOs who also hold the position of Chairman of the Board. In an effort to improve corporate governance practices, it has been suggested that companies split the roles to facilitate the mission and oversight of the Board and to guard against a potentially domineering CEO, which has been a perceived problem in several recent corporate failures such as Enron and Worldcom, and most recently in the shareholder dissatisfaction at Disney.
Published by BusinessWeek / online
January 22, 2007
Activist shareholders, tougher rules, and anger over CEO pay have put directors on the hot seat.
CEO-as-Chairman Still the Rule in US
Authored by Stephen Taub
August 3, 2006
US companies are far more likely to appoint a lead independent director than separate CEO and chairman into separate roles.
Even Private Company Boards of Directors Are Changing
Published by Financial Executive
Authored by William M. Sinnett
October, 2003
A question on private company boards to Financial Executives List Exchange for Private Companies - known as FELIX PC - has given Financial Executives Research Foundation (FERF) some interesting insights.
Is It Time For The Non-Executive Chairman?
Authored by Madeleine B. Condit and Edward D. Hess
Date
Common in Europe, but rare in the U.S., a permanent board chair separate from the CEO is drawing renewed attention as we seek to reform corporate governance. Can the concept of a non-executive chairman finally take root in America? If so, how do we structure the role, and make it effective?
What Directors Know About Their Companies: A McKinsey Survey
Published by The McKinsey Quarterly, Member Edition
April 26, 2006
Boards of directors are becoming much more knowledgeable about and actively involved in their companies' core performance and value creating activities, according to the executives who responded to the latest McKinsey Quarterly survey.1 However, in one controversial area of corporate governance—compensating executives with stock options and bonuses tied to earnings growth—these more active board members have effected relatively little change.
Articles of General Interest
How Companies Think About Climate Change
A McKinsey Global Survey
December, 2007
Against a backdrop of rising global concern about the environment and climate change, a McKinsey Quarterly survey finds that executives view climate change issues as important for their companies, seeing both opportunity and risk.
Why Some Private Equity Firms Do Better than Others
Published by The McKinsey Quarterly
Authored by Joachim Heel and Conor Kehoe
2005
Private equity firms have long promoted the virtue of active ownership—the hands-on style that distinguishes them from traditional portfolio investors. But what does active ownership mean, and does it really lead to superior performance?