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Content Type:
CDM Article
01 Aug 2012
Appointing the CEO is the board’s most critical task. Tony Featherstone provides some pointers on how boards can ensure the smooth changing of the guard to the right person at the right time.
There are powerful arguments for companies to excel in succession planning. The "home grown" CEO ...
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Content Type:
CDM Article
01 Aug 2011
Tony Featherstone argues that boards should be preparing for heightened inspection of their organisations’ environmental, social and governance practices and sustainability reporting.
Corporate Australia, financial markets and billion-dollar super funds are on a collision course over susta...
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Content Type:
CDM Article
01 Sep 2010
The resources boom is creating golden opportunities for those looking for new board positions. But as
Tony Featherstone
reports, these directors will have to sift through many challenges before uncovering any nuggets.
A new gold rush
Challenges for directors new to resource c...
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Content Type:
CDM Article
01 Aug 2010
There is far more to sports boards than just winning competitions.
Tony Featherstone
investigates how the better boards aim to play a better game.
The business of sport
Directors of sports boards deal with:
Intense media scrutiny
Ongo...
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Content Type:
CDM Article
01 Aug 2010
John O’Neill tells
Tony Featherstone
why he is once again putting everything on the line for the Australian Rugby Union.
Back in the scrum
After 13 years as a top sports administrator, John O’Neill FAICD is as hard as a rugby scrum. The fo...
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Content Type:
CDM Article
01 Jul 2010
Tony Featherstone
would like to see the junior mining sector take advantage of a once-in-a-generation mining boom to lift its governance to the next level.
Taking junior miners to the next level
The mining boom’s sheer force and its effect on the economy are well known. Less consider...
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Content Type:
CDM Article
01 Jun 2010
The global financial crisis appears to have blown darker clouds across Queensland than any other state.
Tony Featherstone
investigates the many challenges Sunshine State directors have to navigate as the gloom starts to lift.
Making a comeback
In its latest Business Outlook repor...
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Content Type:
CDM Article
01 May 2010
Proxy advisers have come under attack recently, accused of being poorly resourced, not having the expertise to handle complex issues and using a tick-the-box approach.
Tony Featherstone
weighs into the debate and discovers there are two sides to the story.
Too much sway...
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Content Type:
CDM Article
01 May 2010
Tony Featherstone
reports on how problematic executive remuneration is becoming for directors.
The growing REM headache
The executive pay debate has focused mostly on the link between CEO pay and performance and board effectiveness in setting appropriate remu...
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Content Type:
CDM Article
01 Feb 2010
A boom in IPO activity is expected, which could stimulate director appointments this year. But as
Tony Featherstone
discovers, directors accepting an IPO board position may not fully appreciate what they are getting into.
Starting from scratch
The challenges of an IPO board inclu...
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Content Type:
CDM Article
01 Feb 2010
Boards need to target potential CEO underperformance well before bigger problems emerge.
Tony Featherstone
provides some tips on how to spot a CEO who isn’t up to scratch and what to do about it.
When the CEO isn’t up to scratch
Key points
Boar...
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Content Type:
CDM Article
01 Nov 2009
Director turnover is at its lowest in several years.
Tony Featherstone
provides some reasons for this and explains why this situation will soon change.
The low down on director turnover
After such a tumultuous two years, board turnover should be rising sharply. It is not. New dir...
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Content Type:
CDM Article
01 Jul 2009
Tony Featherstone argues that organisations should not forget values and culture when making tough decisions in a harsh economic environment.
Upholding values and culture
A friend was recently made redundant due to corporate downsizing. By his own admission, he was no star, but hardworking and...
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Content Type:
CDM Article
01 Jun 2009
Tony Featherstone
discusses how smaller companies can build up their arsenal, draw up their war plans and harness their troops to take on the downturn.
Plotting your moves
In downturns, smaller companies should:
Review the battle grounds carefully
Update their combat strategies
Anticipa...
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Content Type:
CDM Article
01 Jun 2009
Tony Featherstone
investigates why the founders of some family owned companies resist forming a board, and the benefits they may be missing out on.
Opening the family board to NEDs
Key points
A family company board poses unique challenges
Founders struggle w...
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Content Type:
CDM Article
01 May 2009
Tony Featherstone
argues that entrepreneurs need to be taught to think about boards much earlier in their venture’s development.
Encouraging start-up governance
I recently asked a group of entrepreneurship students about their views on boards. The response: complete silence. To be fair, ...
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Content Type:
CDM Article
01 Apr 2009
Tony Featherstone
reminds directors of small companies about the importance of communicating with shareholders.
Encouraging start-up governance
Small listed companies must work much harder to improve investor communications as the bear market drowns out better-performing companies and ki...
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Content Type:
CDM Article
01 Mar 2009
Tony Featherstone
discusses the prospects for mergers and acquisitions for small companies in 2009 and how directors can prepare for this.
Being sale ready
The consensus is takeover activity will be muted in 2009 despite some stocks looking like screaming targets after heavy price...
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Content Type:
CDM Article
01 Mar 2009
JB Hi-Fi chairman Patrick Elliott chats to
Tony Featherstone
about the challenges of leading a board in a highly cyclical industry and the outlook for private equity in 2009.
Q&A with Patrick Elliott
2009 looks like a nightmare for many retailers. A deepening global recession...
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Content Type:
CDM Article
01 Mar 2009
Tony Featherstone
examines how boards can make a difference when the going gets tough.
Making a difference
Picture this: a director who has managed through recessions in previous roles decides to mentor two younger executives to pass on his experience. The executives take it as a sig...