Firing the boss
Article Abstract:
There is a need to act quickly when a chief executive has to be replaced. A strong chief executive can have a major impact on a company, and there are greater demands on a modern chief executive, who has to have global vision and innovate. Companies should retain good chief executives by all means, and shed underperforming bosses. Boards of directors outside the US tend to delay shedding poorly performing chief executives, and this is often the fault of institutional investors. companies may have to pay poorly performing chief executives to go, since they may not secure a similar position.
Publication Name: The Economist (UK)
Subject: Business, international
ISSN: 0013-0613
Year: 1999
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Wake up or die
Article Abstract:
Most European managers do not appear to recognize the need for wide-reaching restructuring. Some typically European companies have begun to emulate the best business practices from the US, but some have been misapplying US business methods. Managers of companies whose shares are not traded on the stockmarket often have flexibility and focus, but they lack managerial power and access to capital. For managers of quoted companies, pressure from investors is providing the incentive to adopt new business ideas.
Publication Name: The Economist (UK)
Subject: Business, international
ISSN: 0013-0613
Year: 1996
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No country for old men
Article Abstract:
Japanese directorships tend to be awarded to company managers who have been loyal and have served along time with the company. Boards are often large, and decision-making can be difficult. Some companies are starting to reform their boards, and the benefits are becoming apparent. Greater accountability to stockholders is possible with smaller boards. There is also a need for more board directors from outside companies and more disclsoure is neeeded, as is a stronger focus on auditing.
Publication Name: The Economist (UK)
Subject: Business, international
ISSN: 0013-0613
Year: 1999
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