Committees : Governance
JPMorgan and HSBC: Time to Refocus on Internal Controls
A former acting general counsel in the U.S. Treasury Department looks at the failure of internal controls at JPMorgan Chase and HSBC.
Preparing Your Virtual Bench
Isabella Bank CEO Rick Barz talks about how his bank handles succession planning from the bottom up.
Part 4: Best Practices for Bank Boards
Avoid burnout on the board, develop real leadership and schedule special meetings to look at the big picture, says Jim McAlpin of Bryan Cave LLP.
Sharing Directors Brings Added Experience to Your Board, But Could Cause Problems
Before sharing directors with another bank, think about the potential liability, says Jonathan Hightower of Bryan Cave LLP.
Looking Beyond the CEO: How Well Does Your Board Evaluate High Potentials?
Directors need to take a far more active oversight role in overall management succession, not just in CEO succession. The question is: how?
Part 3: Best Practices for Bank Boards
This is the third part in a series of articles by Jim McAplin of Bryan Cave LLP on the 10 best practices for bank boards.
Managing the Board and CEO Relationship During Times of Stress
Whether your bank board is currently experiencing some form of board level conflict or stress as a result of the recent credit crisis, or if it is one of the few boards free of it for the time being, this article will guide you through various tactics for resolving disputes.
Part 2: Best Practices for Bank Boards
This is the second in a series of articles by Jim McAplin of Bryan Cave LLP on the 10 best practices for bank boards.
Succession Planning Without Three Envelopes
Succession planning takes hard work and boards tend to make it a task instead of a strategy. Or, you could use the three envelope approach.
Do the Europeans have it right?
U.S. bank boards tend to have older members, fewer financial experts and more people busy with outside jobs than their European counterparts.