How did the once functionary role of Chief Compliance Officer become so important? Read on for a fast history and definition of the CCO, role and also a look at where this evolving position may be going.
Dan Hurson, in a somewhat contrarian spirit, presents his short list of “worst practices” in corporate governance and compliance.
Good corporate governance is not an option, but rather a fiduciary obligation to shareholders. Ron Kral presents a simple survey with which you can assess your company’s maturity.
With recent events on Wall Street and their spillover onto Main Street, the widespread call for stronger risk management in recent years may seem prescient now.
Among the stories being discussed at water coolers across the land today: BP May Lose Oil Leases, Contracts After Spill; F.B.I. Opens Kennedy File; and North Carolina congressman, Bob Etheridge, gets physical with reporter (watch the pretty shocking video).
“Money for Nothing” highlights the many corporate board failures we have seen recently and illustrate how they are “ruining American business and costing us trillions.” CCI is giving you a chance to receive a free copy of the book.
This article by Steven Barth and Joshua Agen of Foley & Lardner discusses some of the corporate governance issues that boards of directors may confront in addressing the risks and opportunities arising out of this “new normal.”
Recently, Business Week published an adapted version of an executive summary of a policy brief released by the Committee for Economic Development. The brief was authored by Ben Heineman and offers six “essential tasks” that boards of directors and business leaders must undertake to restore faith in corporate governance.
Richard Perkey, a consultant at Russell Reynolds Associates, believes that many financial services company Boards were ill-prepared for the credit crisis. He offers up his prescription for how corporate boards can be more well-equipped in the future.
New research from Lehigh University finds that the majority of the world’s corporations implemented corporate governance measures without taking into account the financial and legal systems of the country in which they operate, and in turn, negatively impacted the firm’s performance. In fact, the authors found that over the period studied as many as 66 percent of the world’s corporations either invested too much or too little in corporate governance based on the financial and legal system in which they operate.
