Some of the worst corporate meltdowns over the past sixty years can be traced to passive directors who favored operational shortcuts over quality growth strategies. Thinking primarily about placating institutional investors, selective stockholders, proxy advisors, and corporate management, these inattentive and deferential board members have relied on short-term share price increases to sustain their companies long term. Driven by a desire for prosperity, not posterity, these actions can doom any company. In The Activist Director, attorney Ira M. Millstein looks back at fifty years of counseling companies, nonprofits, and governments to actively govern their corporations and constituencies. From the threat of bankruptcy and the ConEd blackout of 1970s New York City, to the meltdown of Drexel Burnham Lambert in the late 1980s, to the turnaround of General Motors in the mid-1990s, Millstein takes readers into the boardrooms of several of the greatest catastrophes and success stories of America's best-known corporations. His solution lies at the top: a new breed of activist directors who partner with management and reject short-term outlooks, plan a future based on growth and innovation, and take responsibility for corporate organization, strategy, and efficiency. What questions should we ask of potential board members and how do we know they'll be active? Millstein offers pragmatic suggestions for recruiting activist directors to the boardroom to secure the future of the corporation.
Some of the worst corporate meltdowns over the past sixty years can be traced to passive directors who favored operational shortcuts over quality growth strategies. Thinking primarily about placating institutional investors, selective stockholders, proxy advisors, and corporate management, these inattentive and deferential board members have relied on short-term share price increases to sustain their companies long term. Driven by a desire for prosperity, not posterity, these actions can doom any company. In The Activist Director, attorney Ira M. Millstein looks back at fifty years of counseling companies, nonprofits, and governments to actively govern their corporations and constituencies. From the threat of bankruptcy and the ConEd blackout of 1970s New York City, to the meltdown of Drexel Burnham Lambert in the late 1980s, to the turnaround of General Motors in the mid-1990s, Millstein takes readers into the boardrooms of several of the greatest catastrophes and success stories of America's best-known corporations. His solution lies at the top: a new breed of activist directors who partner with management and reject short-term outlooks, plan a future based on growth and innovation, and take responsibility for corporate organization, strategy, and efficiency. What questions should we ask of potential board members and how do we know they'll be active? Millstein offers pragmatic suggestions for recruiting activist directors to the boardroom to secure the future of the corporation.
Taking a close look at American corporate governance, the authors show what is missing in today's corporate governance, and support a case for activating the board of directors to put new controls on management and take responsibility for the result.
Varney's Midwifery continues to be the gold standard for midwifery practice in an updated seventh edition. New lead editors assembled a team of expert contributors and authors to continue the legacy of Varney's Midwifery as the trusted, must-have resource for students, professional midwives, and women's health practitioners. Varney's Midwifery uses current evidence-based guidelines to address the care of women throughout the lifespan, including primary care, gynecology, maternity care in a variety of settings, and newborn care. The Seventh Edition reflects the new Core Competencies for Basic Midwifery Practice published in 2020, including care of transgender individuals and abortion-related care. It also provides updated information on chronic conditions in pregnancy including a section discussing COVID-19, new techniques for fetal screening, diagnosis across the lifespan, and updated content on health equity.
From pageboy at Bonwit Teller to CEO of Bergdorf Goodman, Ira Neimark crossed Fifth Avenue unlike anyone else. Christmas 1938, when he began working at Bonwit Teller on 56th Street & Fifth Avenue, he had just turned 17. Mary Martin, the toast of Broadway, sang at Bonwit's exclusive 721 Club Christmas cocktail party where young Ira, in a snug bellhop uniform, greeted the rich and famous. Four decades later, as the new CEO of Bergdorf Goodman (located across the street on Fifth Avenue), he transformed the store from an 'old, dull, expensive and intimidating store', into a 'young, exciting expensive and intimidating store' that became first in luxury and glamour! Among his stunning achievements: the re-introduction of the Paris couture in the United States, unique showcasing of great Italian and French designers, developing the best new Americans -- and throwing fabulous parties and events featuring haute couture that lit the spark for Bergdorf's revival. Crossing Fifth Avenue to Bergdorf Goodman captures the magic of fashion retailing at its most dramatic moments, as well as the 'lessons learned' that made Ira Neimark a legendary success in the business. It is replete with intriguing, personal stories about famous people known around the world, among them Princess Diana, Salvador Dali, Jacqueline Kennedy Onassis, John Lennon and Yoko Ono, Donald Trump, and Margaret Thatcher. And there are insights into the art and business of fashion that only an insider could give in the stories about Giorgio Armani, Geoffrey Beene, Bill Blass, Carla Fendi, Oscar de la Renta, Perry Ellis, Massimo Ferragamo, James Galanos, Hubert Givenchy, Calvin Klein, Estee Lauder, Ralph Lauren, Mary McFadden, Charles Revson, Pauline Trigere, and many more. Only Ira Neimark could tell these stories and articulate the business lessons that made him the 'last man standing' among the greats of fashion retailing -- lessons that continue to compel leading multi-national companies to seek his counsel.
Taking a close look at American corporate governance, the authors show what is missing in today's corporate governance, and support a case for activating the board of directors to put new controls on management and take responsibility for the result.
Some of the worst corporate meltdowns over the past sixty years can be traced to passive directors who favored operational shortcuts over quality growth strategies. Thinking primarily about placating institutional investors, selective stockholders, proxy advisors, and corporate management, these inattentive and deferential board members have relied on short-term share price increases to sustain their companies long term. Driven by a desire for prosperity, not posterity, these actions can doom any company. In The Activist Director, attorney Ira M. Millstein looks back at fifty years of counseling companies, nonprofits, and governments to actively govern their corporations and constituencies. From the threat of bankruptcy and the ConEd blackout of 1970s New York City, to the meltdown of Drexel Burnham Lambert in the late 1980s, to the turnaround of General Motors in the mid-1990s, Millstein takes readers into the boardrooms of several of the greatest catastrophes and success stories of America's best-known corporations. His solution lies at the top: a new breed of activist directors who partner with management and reject short-term outlooks, plan a future based on growth and innovation, and take responsibility for corporate organization, strategy, and efficiency. What questions should we ask of potential board members and how do we know they'll be active? Millstein offers pragmatic suggestions for recruiting activist directors to the boardroom to secure the future of the corporation.
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