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- January 2021
- Case
Aptiv PLC Board of Directors (A)
By: Lynn S. Paine and Will Hurwitz
Aptiv’s board must decide whether a joint venture with an auto maker is the right next step in the company’s efforts to develop and commercialize a production-ready autonomous driving system. While many commentators believed that Aptiv’s self-driving technologies had...
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Keywords:
Automotive Industry;
Bankruptcy Reorganization;
Board Of Directors;
Board Committees;
Board Decisions;
Board Dynamics;
Corporate Boards;
Innovation And Strategy;
Legal Aspects Of Business;
Spin Off;
Strategic Alliances;
Strategic Change;
Strategic Evolution;
Supplier Relationships;
Technological Change;
Corporate Governance;
Governing And Advisory boards;
Innovation Strategy;
Going Public;
Joint Ventures;
Leadership;
Restructuring;
Technological Innovation;
Transformation;
Auto Industry;
Europe;
United States
- October 6, 2020
- Article
Test Your Board's Readiness for the Post-COVID Era
By: 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...
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- 2019
- Working Paper
Bank Boards: What Has Changed Since the Financial Crisis?
By: Shiva Rajgopal, Suraj Srinivasan and Forester Wong
Several government-mandated committees investigating the financial crisis highlighted four key deficiencies in the composition of bank boards before the crisis: (i) group think among bank board members; (ii) absence of prior banking experience of board members; (iii)...
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- April 2019
- Technical Note
A Note on Boards in VC-Backed Ventures
What is the value of a Board, and why does a company need one? The note documents the formal role of a Board of Directors as going beyond simply acting as legal representation of corporate ownership. Moreover, this role changes as the company moves through different...
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- November 2018 (Revised January 2019)
- Case
The Weir Group: Reforming Executive Pay (A)
By: Lynn S. Paine and Federica Gabrieli
In February 2018, the Remuneration Committee together with the full Board of Directors of the Scotland-based engineering company The Weir Group had to decide whether to seek a shareholder vote at the upcoming Annual General Meeting in April on a proposal to reform the...
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Keywords:
General Management;
Board Of Directors;
Executive Committees;
Human Resource Management;
Compensation;
Pay For Performance;
Incentives;
Bonuses;
Incentive Programs;
Employee Stock Ownership Plans;
Performance Measurement;
Corporate Governance;
Governing And Advisory boards;
Human Resources;
Management;
Executive Compensation;
Change;
Performance Evaluation;
Employee Stock Ownership Plan;
Europe;
United Kingdom;
Scotland
- 2018
- Working Paper
Intra-Organizational Brokerage Ability and Motivation: Inter-Board-Committee Coordination after Peer Restatement Events
By: Shelby Gai, J. Yo-Jud Cheng and Andy Wu
- September 2017 (Revised January 2019)
- Case
FJ Management Inc.
By: Lynda M. Applegate and Matthew G. Preble
In late 2015, Crystal Call Maggelet, president and CEO of FJ Management, is working with her investment committee to help set the company’s strategic direction. Maggelet, daughter of the company’s founder, has led FJ Management since 2009 when she stepped in as CEO...
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Keywords:
Turnaround;
Company History;
Family Business;
Transformation;
Volatility;
Change Management;
Entrepreneurship;
Ethics;
Moral Sensibility;
Values And Beliefs;
Cash Flow;
Insolvency And Bankruptcy;
Financial Liquidity;
Financial Management;
Governance;
Corporate Governance;
Governance Controls;
Leadership;
Leading Change;
Crisis Management;
Negotiation;
Organizational Change And Adaptation;
Family Ownership;
Business And Stakeholder Relations;
Business Strategy;
Energy Industry;
Travel Industry;
Retail Industry;
Service Industry;
Utah
- February 2017 (Revised March 2018)
- Case
BIM: Finding New Ways to Grow
By: Michael Chu and Gamze Yucaoglu
BIM, Turkey’s giant retailer with a hard-discount model for the popular segments, must decide whether to launch a brand-new format challenging the modern supermarkets. Since its founding in 1995, BIM has adhered to a business model based on a relentless focus on costs...
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Keywords:
Turkey;
Emerging Markets;
Private Sector;
For-profit Firms;
Business Model;
Business Strategy;
Competitive Advantage;
Growth And Development Strategy;
Value Creation;
Change Management;
Decision;
Growth Management;
Emerging Markets;
Private Sector;
For-profit Firms;
Business Model;
Business Strategy;
Competitive Advantage;
Growth And Development Strategy;
Value Creation;
Change Management;
Decisions;
Growth Management;
Retail Industry;
Turkey
- December 2016
- Article
Deal Process Design in Management Buyouts
Management buyouts (MBOs) are an economically and legally significant class of transaction: not only do they account for more than $10 billion in deal volume per year, on average, but they also play an important role in defining the relationship between inside and...
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- 2016
- Working Paper
The Structure of Board Committees
By: Kevin D. Chen and Andy Wu
We document and analyze board committee structures utilizing a novel dataset containing full board committee membership for over 6,000 firms. Board committees provide benefits (specialization, efficiency, and accountability benefits) and costs (information...
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- February 2015
- Case
BlackRock: Diversity as a Driver for Success
By: Boris Groysberg and Katherine Connolly
In July 2014, the Global Executive Committee (GEC) for BlackRock, the world's largest asset manager, held a two-day offsite to discuss the state of talent within the firm. A year prior, in 2013, Chairman and CEO Laurence (Larry) Fink had asked Global Head of HR Jeff...
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- July–August 2014
- Article
Sustainability in the Boardroom: Lessons from Nike's Playbook
By: Lynn S. Paine
One surprising role of Nike's corporate responsibility committee is to provide support for innovation. More and more companies recognize the importance of corporate responsibility to their long-term success—and yet the matter gets short shrift in most boardrooms,...
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- June 2013 (Revised September 2016)
- Case
Governance and Sustainability at Nike (A)
By: Lynn S. Paine, Nien-he Hsieh and Lara Adamsons
Two members of Nike's executive team must decide what sustainability targets to propose to Nike's CEO and to the corporate responsibility committee of Nike's board of directors. Set in 2012, the case traces the evolution of Nike's approach to environmental and social...
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Keywords:
Nike;
Hannah Jones;
Mark Parker;
Phil Knight;
Philip Knight;
Eric Sprunk;
Jill Ker Conway;
Phyllis Wise;
Don Blair;
Sustainable Business And Innovation;
Sb＆i;
Flyknit;
Dyecoo;
Footwear;
Athletic Footwear;
Apparel;
Athletic Apparel;
Sustainability;
Greenpeace;
Detox Campaign;
Dirty Laundry;
Water;
Water Use;
Water Pollution;
Water Resources;
Corporate Responsibility Committee;
Decision Choices And Conditions;
Decisions;
Ethics;
Fairness;
Globalized Firms And Management;
Multinational Firms And Management;
Globalized Markets And Industries;
Governance;
Corporate Accountability;
Corporate Governance;
Innovation And Invention;
Innovation And Management;
Innovation Leadership;
Innovation Strategy;
Goals And Objectives;
Management Practices And Processes;
Corporate Social Responsibility And Impact;
Performance;
Alignment;
Supply Chain;
Organizational Change And Adaptation;
Judgment;
Board Of Directors;
Board Committees;
Environmental And Social Sustainability;
Footwear Industry;
Decision Choices And Conditions;
Decisions;
Ethics;
Fairness;
Globalized Firms And Management;
Multinational Firms And Management;
Globalized Markets And Industries;
Governance;
Corporate Accountability;
Corporate Governance;
Innovation And Invention;
Innovation And Management;
Innovation Leadership;
Innovation Strategy;
Goals And Objectives;
Management Practices And Processes;
Corporate Social Responsibility And Impact;
Performance;
Alignment;
Supply Chain;
Organizational Change And Adaptation;
Judgments;
Apparel And Accessories Industry;
Asia;
China;
United States;
Oregon;
Portland
- June 2013 (Revised September 2016)
- Supplement
Governance and Sustainability at Nike (B)
By: Lynn S. Paine, Nien-he Hsieh and Lara Adamsons
Two members of Nike's executive team must decide what sustainability targets to propose to Nike's CEO and to the corporate responsibility committee of Nike's board of directors. Set in 2012, the case traces the evolution of Nike's approach to environmental and social...
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Keywords:
Nike;
Hannah Jones;
Mark Parker;
Phil Knight;
Philip Knight;
Eric Sprunk;
Jill Ker Conway;
Phyllis Wise;
Don Blair;
Sustainable Business And Innovation;
Sb＆i;
Flyknit;
Dyecoo;
Footwear;
Athletic Footwear;
Apparel;
Athletic Apparel;
Sustainability;
Greenpeace;
Detox Campaign;
Dirty Laundry;
Water;
Water Use;
Water Pollution;
Water Resources;
Corporate Responsibility Committee;
Decision Choices And Conditions;
Decisions;
Ethics;
Fairness;
Globalized Firms And Management;
Multinational Firms And Management;
Globalized Markets And Industries;
Governance;
Corporate Accountability;
Corporate Governance;
Innovation And Invention;
Innovation And Management;
Innovation Leadership;
Innovation Strategy;
Goals And Objectives;
Management Practices And Processes;
Corporate Social Responsibility And Impact;
Performance;
Alignment;
Supply Chain;
Organizational Change And Adaptation;
Judgment;
Board Of Directors;
Board Committees;
Environmental And Social Sustainability;
Footwear Industry;
Decision Choices And Conditions;
Decisions;
Ethics;
Fairness;
Globalized Firms And Management;
Multinational Firms And Management;
Globalized Markets And Industries;
Governance;
Corporate Accountability;
Corporate Governance;
Innovation And Invention;
Innovation And Management;
Innovation Leadership;
Innovation Strategy;
Goals And Objectives;
Management Practices And Processes;
Corporate Social Responsibility And Impact;
Performance;
Alignment;
Supply Chain;
Organizational Change And Adaptation;
Judgments;
Apparel And Accessories Industry;
Asia;
China;
United States;
Oregon;
Portland
- February 2013
- Case
Diamond Foods, Inc.
By: Suraj Srinivasan and Tim Gray
The Diamonds Foods, Inc. case describes the major accounting blow up at the company in late 2011 that was triggered by a report by Off Wall Street, a prominent short selling research firm. Diamond Foods, a high flying growth company in 2011, grew from a walnut farmers'...
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Keywords:
Accounting Restatements;
Accounting Scandal;
Accounting;
Financial Analysis;
Financial Statement Analysis;
Financial Statements;
Valuation;
Short Selling;
Revenue Recognition;
Board Of Directors;
Audit Committees;
Auditing;
Financial Reporting;
Financial Statements;
Agribusiness;
Accrual Accounting;
Earnings Management;
Corporate Accountability;
Corporate Disclosure;
Corporate Governance;
Valuation;
Revenue;
Agriculture And Agribusiness Industry;
California;
Cambridge
- October 2012 (Revised February 2013)
- Case
Jim Johnson's Re-election to the Goldman Sachs Board
By: Suraj Srinivasan and Kelly Baker
The case presents the opposition by a leading institutional investor in Goldman Sachs to the re-election of Jim Johnson to the board of directors of the company. The investor, Sequoia Fund, opposes the re-election citing Jim Johnson's prior track record as the CEO of...
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- 2012
- Article
Hiring Cheerleaders: Board Appointments of 'Independent' Directors
By: Lauren Cohen, Andrea Frazzini and Christopher Malloy
We provide evidence that firms appoint independent directors who are overly sympathetic to management, while still technically independent according to regulatory definitions. We explore a subset of independent directors for whom we have detailed, micro-level data on...
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- October 2010 (Revised October 2011)
- Case
Ken Langone: Member, GE Compensation Committee
By: Suraj Srinivasan and Lizzie Gomez
On September 2003, Richard Grasso stepped down as chairman and CEO of the New York Stock Exchange, following weeks of intense public criticism over the size of his $190 million compensation package. As chairman of the committee that oversaw Grasso's payout, Ken Langone...
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- January 2010 (Revised April 2013)
- Case
Aubrey McClendon's Special Incentive Compensation at Chesapeake Energy (A)
By: Paul Healy, Clayton S. Rose and Aldo Sesia
Aubrey McClendon, founder and CEO of Chesapeake Energy, was, according to Fortune Magazine, the highest paid U.S. CEO in 2008 receiving over $100 million in total compensation. McClendon received this compensation despite a significant drop in the company's stock price...
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- January 2009 (Revised June 2010)
- Case
Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System
By: Ranjay Gulati
In response to the 2001 market downturn, Cisco Systems implemented a major restructuring that transformed the company from a decentralized to centralized organization. While recognizing that a centralized, functional structure was necessary to avoid product and...
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