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• Article | Harvard Business Review Digital Articles | October 6, 2020

  COVID-19 Is Rewriting the Rules of Corporate Governance

  Lynn S. Paine

  Boards are facing a complex new reality as a result of COVID-19. The new environment is characterized by pressures and demands from various stakeholder groups, heightened expectations for societal engagement and corporate citizenship, and radical uncertainty about the future. These factors are complicating board decision-making and challenging the shareholder-centric model of governance that has guided boards and business leaders for the past several decades. A board’s ability to deliberate in a thorough and thoughtful, but efficient, manner and come to a considered conclusion around key issues will be a critical aspect of its effectiveness in the post-COVID era.

  Keywords: Health Pandemics; Corporate Governance; Governing and Advisory Boards;

  Citation:

  Paine, Lynn S. "COVID-19 Is Rewriting the Rules of Corporate Governance." Harvard Business Review Digital Articles (October 6, 2020).  View Details

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• Article | Harvard Business Review Digital Articles | October 6, 2020

  Test Your Board's Readiness for the Post-COVID Era

  Lynn S. Paine

  Research suggests that well-run boards take the process of self-evaluation quite seriously, often using a combination of director surveys and personal interviews to assess the functioning and effectiveness of the board, its committees, and its individual members. As boards prepare for their next round of self-evaluation, they will want to assess their capabilities and readiness to govern in the wake of COVID-19. This list offers a guide to the kinds of key questions and statements they should consider adding to their surveys or interview protocols.

  Keywords: Health Pandemics; Governing and Advisory Boards; Performance Evaluation;

  Citation:

  Paine, Lynn S. "Test Your Board's Readiness for the Post-COVID Era." Harvard Business Review Digital Articles (October 6, 2020).  View Details

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• Case | HBS Case Collection | September 2015 (Revised September 2020)

  Gap Inc.: Refashioning Performance Management

  Joshua Margolis, Paul McKinnon and Michael Norris

  In 2014, clothing retailer Gap Inc. rolled out a new performance management process for headquarters staff that did away with a traditional rating and ranking system. The new process involved informal monthly meetings between managers and their reports, and it more closely tied bonuses to business performance. Would it serve to motivate employees? Could its framework be used in Gap Inc.'s thousands of stores?

  Keywords: performance management; retail; HR; Motivation and Incentives; Performance Improvement; Human Resources; Performance Evaluation; Apparel and Accessories Industry; Retail Industry;

  Citation:

  Margolis, Joshua, Paul McKinnon, and Michael Norris. "Gap Inc.: Refashioning Performance Management." Harvard Business School Case 416-019, September 2015. (Revised September 2020.)  View Details

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