David Larcker and Brian Tayan of the Stanford Graduate School of Business recently released a study around the “Mega Grants” trend.
Read MoreAccording to a recent survey by Russell Reynolds, CEOs of public companies believe that the capabilities, behavior and management of critical issues by their C-suite leaders have fallen and they lack the agility it takes to meet today’s challenges.
Read MoreForty percent of global CEOs think their organization will no longer be economically viable in ten years’ time, if it continues on its current course. Read more as part of PwC’s 26th Annual Global CEO Survey.
Read MoreFortune and Deloitte ran a CEO survey in Fall 2022, which indicated that CEOs are moderately optimistic about their company outlook.
Read MorePearl Meyer Chairman David Swinford recently published an article about CEO transitions and suggestions on what a company should consider before going through the process.
Read MoreNasdaq recently wrote about a report from Deloitte and market research firm Workplace Intelligence about C-suite executives seriously considering about resigning from the their positions.
Read MoreOf the 33 IPOs in Silicon Valley in the past year, 31 had a founder in the role of CEO/Chair. Fully one-third of the 150 largest public companies in Northern California are now led by Founder/CEOs.
Founder-led companies benefit from their leader’s entrepreneurial spirit and clarity of vision. Founders have passion, focus, creativity and drive. But do they have the experience and the business skills to lead their companies after the IPO? Will investor interests be protected in companies where Founder/CEOs have voting control?
Read MoreSilicon Valley Directors’ Exchange was pleased to host a webinar in late January 2021, “Eating What We Cook -- What CEOs Need from their Boards” featuring current and former CEOs who also serve as board members - Joe Burton, Moshe Gavrielov, Penny Herscher, and Michael Hurlston, along with moderator Mark Lonergan. The panel examined what the best boards can do to improve the companies they serve, especially as it relates to relationships with the CEO. This blog post is a summary of the discussion.
Read MoreMerline Saintil writes a case study highlighting modern board leadership.
On a beautiful summer evening in 2018 at Meadowood Napa Valley, I was seated next to Laurie Yoler for dinner as part of Diligent’s Directors’ Experience — a phenomenal 1.5-day event centered on connecting board members from around the world. The event program tackles many different board governance issues, but at its heart is the ability to connect with a diverse group of other directors to discuss how we can each make our respective boards and the organizations we support as effective as possible. Under a star-lit Napa sky and with the help of some unforgettable Napa wines, I got to know Laurie, her husband Ben, and hear more about her path as a female executive in technology to a public company board member. Also at the event was Heidi Roizen, an accomplished venture partner and board member whom I first met in 2013 when we both led workshops at the UC Berkeley Haas School of Business to support their Women in Leadership conference for MBA students. Over the years, Heidi graciously took my phone calls on career advice, so it was a delight to reconnect with her again and learn that she also knew Laurie through their board roles for the autonomous vehicle company Zoox.
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