Sunday, November 20, 2011

Mckinsey Board Position Research Supporting content

2008

2007

2006

2005

2004

2003

  • November 2003 

    Keeping the family in business

    Very few large family-owned enterprises thrive beyond the third generation. Those that do find ways to run themselves professionally while making the family happy.
  • November 2003 

    Running with risk

    It’s good to take risks—if you manage them well.

2002

  • November 2002 

    Change across the board

    Investors are angry. Directors can run but they can’t hide.
  • November 2002 

    Gloom at the top

    Weak boards have allowed unscrupulous executives to enrich themselves at the expense of employees, shareholders, and communities. Strong boards are the answer.
  • November 2002 

    Inside the boardroom

    A McKinsey survey of corporate directors.
  • August 2002 

    A market for the well governed

    The success of the companies listed on Italy’s STAR exchange shows the value of high corporate-governance standards.
  • August 2002 

    A premium for good governance

    In emerging as in developed markets, companies that adopt strict corporate-governance practices are being rewarded by institutional investors.
  • August 2002 

    Better boards in Thailand

    Thai companies can raise their market valuations by improving their performance on four dimensions of corporate governance.
  • May 2002 

    Brazilian boardrooms

    For many industrialists in Brazil, the choice between full control and maximized value is a hard one.

2001

  • December 2001 

    All in the familia

    Family-owned businesses in Latin America need stronger governance structures to survive and thrive in an era of globalization.
  • December 2001 

    Corporate reform in the developing world

    Advocates of more effective corporate governance have been focusing on corporate reform at the expense of institutional reform. Now is the time to change tactics.

2000

  • December 2000 

    Building Asian boards

    In just over a year, the once novel concept of board governance has become entrenched in the banking system of South Korea. Its experience offers lessons for other Asian countries still struggling to recover their economic credibility.
  • December 2000 

    Three surveys on corporate governance

    Investors say they would pay more for the shares of well-governed companies. It is hard to measure the market impact of these hypothetical premiums, but there is little doubt that good governance does make a difference.

1999

  • August 1999 

    No more board games

    To do the job properly, corporate boards will have to become more diverse, more involved, and more financially rewarding to their members.

1997

1996

  • November 1996 

    Putting a value on board governance

    According to a survey conducted by McKinsey in conjunction with Institutional Investor, Inc., good governance practice really does make a difference—a difference that many investors are willing to pay for.

1995

  • May 1995 

    Building a stronger board

    Don’t start something you can’t finish. Peer review? Most of your directors’ time is spent in the air.

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