Archive for corporategovernance SmartBlogs
Where a business is headquartered can make a huge difference in the skill level of your employees, in raising capital and attracting customers — as well as have a significant impact on your bottom line. Depending on the type of business and its target market, some factors should hold more weight than others.
Corporate and personal taxes, for example, can vary greatly by state.[…] Continue Reading »
In my last post, I discussed some of the ways that companies contemplating an initial public offering or a possible acquisition by a larger firm (so-called “pre-IPO/pre-acquisition companies”) can use strong corporate governance practices, particularly readiness to comply with the Sarbanes-Oxley Act of 2002, as a means of demonstrating additional value to potential investors or acquisition suitors.[…] Continue Reading »
The primary focus of the well-publicized and sweeping corporate governance reforms adopted over the last decade, such as the Sarbanes-Oxley Act of 2002 (“SOX”) has been public companies, but elective compliance with certain provisions of SOX by privately held companies can provide significant advantages.
In fact, many private companies are discovering that they can actually enhance the value of their businesses and improve operational procedures through changes in areas such as internal controls, board composition (e.g., independent directors), audit committees, and development and implementation of codes of business conduct and ethics.[…] Continue Reading »
Virtually every aspect of corporate America has been affected by the adoption of new technology. Social networks and collaboration technologies are revolutionizing and changing the way companies are run, products are made, information is shared and the way employees are recruited.
There is one aspect of nonprofit, private and public companies, however, that has made little or no progress when it comes to innovation — the way corporate boards are recruited and managed.[…] Continue Reading »