DOCSLIB.ORG

Directorship 100 2009 I •

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Directorship 100 2009 I • Directorship 100 2009 I • -. •£ • .I-, Directorship Welcome to the third edition of the Directorship 100, the who's who of the eorporatc gov- ernance community, or, more accurately defined, the most influential people in the hoardroom. When we set out three years ago to identify those 100 individnals who exert the most profound influence on the boardroom agenda, it seemed like a daunting task: so many stakeholders in business, government, and the shareholder community, but too fewplaeeson the rosterby order of magnitude. What we also discovered in putting the list together was that in some instances, it beeame impossible to separate the captain from the team. This year's DlOO is a case in point: Our editors and hoard of advisors were nearly unanimous in our seleetion of Pres- ident Barack Obama as this year's most powerful corporate governance influence. And yet, to do justice to the seismic shift his policies have brought about in the boardroom, we also had to recognize the many other "New Voices" in the Administration who are now leading tbe greatest financial reform of .\inerican business since tbe 19^0s. So, we ask that in tbe pages ahead you pay more attention to who counts, and less to how we count, in arriving at our final selection of individuals and institutions tliat have met tbe requirement to he "most influential." We think you'll agree it's an intricate and impressive mosaic where tlie wbole equals much more than the sum of its parts, which may or may not be greater than 100. 22 Directorship October/November 2009 The Most Influential People in the Boardroom I'. ~ J I. October/November 2009 www.directorship.com 23 Directorship 100 2009 RKCULATORS AND RULE MAKERS Team Obama It is often written tliat reasonable people may disagree, and witli role ofthe corporate direetor. Preeminent Americans and their Presidents, it is practically a way of life. Bnt among tliem was the choice of Rahm even an nnreasonable person could only conclude that this Presi- Emanuel as chief of staff. Described as a dent and his Administration are having a profound and lasting veritable "influence machine," within the influence over the boardroom. President Baraek Obama has Administration and Congress, the fonner demonstrated an enormous eapaeity for calm in nncertain times. Congressman from Obama's home state His relative youth leads to freqiieut comparisons to johu F. of Illinois is known as a hard-charging, Kennedy and his communications skills to those of Ronald Reagan. brutally eandid, sometimes combative, But it is his aggressive response to the unparalleled économie chal- acutely intelligeut man who can get lenges that greeted him at the dawn of his young presidency that things done and knows the ways of the Mary Schapiro harkens back to an earlier figure of towering influence. Franklin D. Capitol and the boardroom. Roosevelt. FDR's massive social and Rnaneial reform programs —the cre- The Enforcers ation of Social Seenrity as part ofthe New Deal, the establishment Perhaps second only to Obama in terms of her inflnenee on boards and corporate governance, career regulator Mary Schapiro heads up the 75-yearold SKC. Before the crisis, the agency's very exL-i- tenee was in question: "Obsolete," "out of touch," and "behind the times" were just some ofthe many terms uttered by detractors. The Commission, under fonner chairman Christopher Cox, was pillo- ried for missing the Madoff scandal. As former SEC chairman and Directorship 100 Hall of Famer, Arthur Lxvitt deseribed her: "She has the skills, the intellect, and the character to be a snperb SKC chair." Bnt Schapiro will face a new kind of challenge in the role, not just that of proving her own qualifications, bnt also institnting a significant remodeling ofthe SEC itself, as she works to bring it into the new regulatory era. arack Obama talks Moving swiftly to address regnlatory concems in the wake ofthe Mef_of Staff Rahm financial crisis, tlie SEC has rolled outa series of proposals that could e Oval Office embody the biggest change to the mies ofthe game for direetors in some time. Schapiro, who i.s no straiiger to the bo;irdrooni, liaving served on die boards of Duke Energy aud Kraft Foods, has overseen of tlie Securities and Kxehange Commission (SKC) and the Fed- proposed rule changes on proxy access, broker voting, say on pay, eral Deposit insurance Corp. (FDIC)—helped restore eonfidence and new reqnirements for disclosure on execntive compens;ition and in the nation's banking system coming out ofthe Creat Depres- director qualifications. It's now up to her and fellow commissioners sion. One conld plausibly take major portions of FDR's New Deal Katlileen Casey, Elisse Waller, Lnis Aguilar, and Troy Paredes to and substitute his name with President Obama's. The implemen- determine the final regulations that emerge fi-om the proposals. tation ofthe $787 billion American Keonomic Recovery Act one Other key players Schapiro has brought into the SEC include month after Obama took ofBce, coupled w ith his handling of the Senior Advisor Kayla CHlan, Chief Accountant James Kroeker, and Troubled Asset Relief Program (TARP), which sought to strength- Direetor of Knforcement Robert Kliuzarni. Cillan was a founding en the finaneial seetor by bnying up assets and equity from trou- board member of tlie Public Company Aecounting Oversight Board bled banks, has elearly helped the nation avoid further finaneial (PCAOBl and fomier general counsel to CalPF,RS. Kroeker joined disaster and put the economy on the path to recovery. the SKC as deputy ehief aeeountant in 2007 from Dcloittc and And finally, turning again to the FDR playbook, Obama assem- Touche where he had Ix'en a parhier in the fimi's national account- bled a team of wise men and women, fomiidable economic and ing services group. Kroeker recently said that the proposed road map business minds, whose decisions are having a lasting effect on the for the convergence of International Financial Reporting Standards, 24 Directorship October/November 2009 The Most Influential People in the Boardroom pnshed to the back burner amid the larger issues of market refonn, have failed, creating a new challenge: how to replenish the fund. would be restored as anotlier top prioHt)-. Kluizami, a fomier federal Bair has also been an integral part of the team overseeing TARP. pritsecutor, has pledged to improve the SIi!Cs enforcement per- Neil Barofsky is a former New York assistant attorney general con- formance by creating specialized units to provide "structure and firmed by the Senate in December as special inspector general. resonrces for staff to 'get smart' about certain products, markets, reg- Dubbed the "TARP Cop," his job is to figure out how and where ulatory regimes, practices, and transactions." the $700 billion TARP fu?ids arc spent, reporting directly to the Pres- ident and providing updates to the Congressional Oversight Panel, TARP Overseers chaired by bankruptcy expert and Harvard Law School professor, Another e\am|)lc of Obaina's preference for brains over politics was Elizabeth Warren. COP's first report, released in February, casti- his reappointment of Sheila Bair to chair tlie l''DIC. Anotlier fiscally gated then-Treasnr) Secretar)- Uenr\ Paulson for his performance conservative Republican, on Bair's watch alone tliis year, 94 banks and lack of transparency, reporting that the Treasuiy Department Vcd to the Rescue To prevent American capitalism from spiraling deeper into the and ensure that the President's economic policy agenda is car- abyss, nine months after President Obama made his first Cabinet ried out. announcement, he re-nominated Ben Bernanke as Federal Reserve Rounding out the team, Paul Volcker, the former Fed chief chairman. The former Princeton economics professor was selected under Clinton, was selected to chair the president's economic by Bush in 2005 to succeed Alan Greenspan. In 2008 after the mar- recovery advisory board. And Christina Romer, a former UC ket aashed, Bernanke invoked emergency powers, slashed interest Berkeley economist, who administration sources suggest is well- rates, and spent trillions of dollars to right the financial system. Just regarded by both parties, chairs the Council of Economic Advis- last month, he declared the recession "likely over." Though he sel- ers. Her appointment was seen as a further triumph of brain dom gives interviews, Bernanke is never far from the public eye and over politics in Obama's approach to talent has been a stalwart in the transition between presidential adminis- recruitment. trations and in the effort to stem the economic slide. When then President-elect Obama named his economics team, it included players who, like Bernanke, were already steeped in the crisis details, demonstrated a studied understanding of Depression-era economics, or some combination of both. Enter Treasury Secretary Timothy Geithner and Chief White House Eco- nomic Advisor Lawrence H. Summers, Geithner, who is currently pushing legislation to provide more systematic regulation of financial institutions. Including new limits on executive compen- sation, recently told one interviewer that he is optimistic major reforms will be passed. Prior to his appointment replacing Henry Paulson, Geithner was president of the Federal Reserve Bank of New York and part of the team central to the critical negotiations that resulted in Bear Stearns being tucked into JPMorgan Chase, Merrill Lynch going to Bank of America, Lehman Bros, disappearing, and Citigroup and other struggling banks getting a lifeline. Summers, the former Harvard University economist who became its president following his tenure as Treasury Secretary to President Clinton, is director of the Cabinet's National Eco- nomic Council. The group was established in 1993 to coordinate Left to Right: Christina Romer, Timothy Geithner, Lawrence Summers, and Obama directorship REGULA1X)RS AND RULE MAKERS had overpaid by $78 billion for the assets it bought from banks.
Load more

Recommended publications
  • Can Diversity in the Boardroom Quell Corporate Corruption? Steven A
    Loyola University Chicago, School of Law LAW eCommons Faculty Publications & Other Works 2003 Flaw in the Sarbanes-Oxley Reform: Can Diversity in the Boardroom Quell Corporate Corruption? Steven A. Ramirez Loyola University Chicago, School of Law, [email protected] Follow this and additional works at: http://lawecommons.luc.edu/facpubs Part of the Securities Law Commons Recommended Citation Ramirez, Steven, Flaw in the Sarbanes-Oxley Reform: Can Diversity in the Boardroom Quell Corporate Corruption, St. John’s L. Rev. 837 (2003). This Article is brought to you for free and open access by LAW eCommons. It has been accepted for inclusion in Faculty Publications & Other Works by an authorized administrator of LAW eCommons. For more information, please contact [email protected]. A FLAW IN THE SARBANES-OXLEY REFORM: CAN DIVERSITY IN THE BOARDROOM QUELL CORPORATE CORRUPTION? STEVEN A. RAMIREZt INTRODUCTION Why talk about the intersection of race and corporate law? Because that is literally where the money is. Corporations produce ninety percent of our total gross domestic product.1 The top 500 corporations control seventy-five percent of our nation's most productive assets.2 In a society that is as materialistic as ours, to talk about any systemic racial reform without discussing corporate governance misses this central point.3 In short, if our society continues to be permeated by the consequences of yesteryear's apartheid, it is axiomatic that corporate governance f Professor of Law and Director, Business and Transactional Law Center, Washburn University School of Law. Courtney T. Kennedy and Brian Perkins provided excellent research assistance for this Article.
    [Show full text]
  • DETROIT BUSINESS MAIN 02-05-07 a 9 CDB.Qxd
    DETROIT BUSINESS MAIN 02-05-07 A 9 CDB 2/2/2007 11:54 AM Page 1 February 5, 2007 CRAIN’S DETROIT BUSINESS Page 9 OTHER VOICES: How to rethink taxes and spending We need fundamental reforms keep calling for large-scale consoli- services than Michigan. Signifi- states tax beer at five times Michi- in how Michigan both spends and dation of business operations. cant sums could be raised by taxing gan’s rate of 2 cents per bottle. Oth- collects our taxes. Such ideas could gain traction if more items while lowering the rate. ers raise significant cash through This isn’t some obscure argu- state aid were tied to proven effi- Business tax: Lower the rate sales taxes on soda pop. It’s hard to ment best left to academics and bu- ciencies. and broaden the base. Fewer than imagine producing businesses leav- reaucrats. It’s at the core of such Critically examine public-sector 500 Michigan businesses pay more ing Michigan because our taxes on living room issues as the rising pay and benefits. Michigan taxpay- than a third of the entire single- unhealthy beverages are too high. costs of college, the dependability business tax. More than 80,000 A paper containing full discus- ers are on the hook for $35 billion in of your local cops and firefighters, businesses pay no SBT. sion of these ideas is online at unfunded public-sector pension and the security of your job. Graduate the income tax. Michi- www.thecenterformichigan.net. What to do? We have a choice. and health care costs.
    [Show full text]
  • LEADING and MANAGING GLOBALLY VP+ Directors Managers with YALE SCHOOL of MANAGEMENT and INTERNATIONAL INSTITUTE for MANAGEMENT DEVELOPMENT (IMD)
    Target Audience LEADING AND MANAGING GLOBALLY VP+ Directors Managers WITH YALE SCHOOL OF MANAGEMENT AND INTERNATIONAL INSTITUTE FOR MANAGEMENT DEVELOPMENT (IMD) Companies around the world have gone global at an accelerated speed. Yet many companies are not fully prepared for a world in which the biggest business opportunities are global in nature and scope. Executives in the six-week program, Leading and Managing Globally, acquire the global mindset and competencies needed to effectively lead in this world, from bridging cultural divides, to PROGRAM STRUCTURE recognizing more deeply the sources of organizational power and information flow, to overcoming barriers to change. Time Commitment: 6 weeks/ 5 flexible hours per week USE INFORMAL AUTHORITY TO IDENTIFY AND BRIDGE CULTURAL LEAD EFFECTIVELY IN A MATRIXED CREATE ALIGNMENT AND CHANGE DIFFERENCES ACROSS DISTANCE GLOBAL ORGANIZATION Format: Self-paced with live faculty and team Improve management of global Identify sources of informal Overcome resistance to change interactions power and leverage your virtual teams across cultural, and achieve team integration and language and time differences network of relationships alignment within complex matrixed Output: Action plan with to influence those sources structures concrete roll-out strategy Use cultural decentering Manage interdependence techniques to diagnose cultural Define new metrics and KPIs to between organizational units differences and avoid team align purpose and drive FACULTY and foster knowledge flows conflicts arising from misaligned
    [Show full text]
  • Proxy Voting Record
    Proxy Voting Report July 1, 2012 to November 5, 2012 Fund Name : Tech Leaders Income Fund Cisco Systems, Inc. Ticker Security ID: Meeting Date Meeting Status CSCO CUSIP 17275R102 11/15/2012 Voted Meeting Type Annual Issue No. Description Proponent Mgmt Rec Vote Cast For/Agnst Mgmt 1 Elect Carol Bartz Mgmt For For For 2 Elect Marc Benioff Mgmt For For For 3 Elect M. Michele Burns Mgmt For For For 4 Elect Michael Capellas Mgmt For For For 5 Elect Larry Carter Mgmt For For For 6 Elect John Chambers Mgmt For For For 7 Elect Brian Halla Mgmt For For For 8 Elect John Hennessy Mgmt For Against Against 9 Elect Kristina Johnson Mgmt For For For 10 Elect Richard Kovacevich Mgmt For For For 11 Elect Roderick McGeary Mgmt For For For 12 Elect Arun Sarin Mgmt For For For 13 Elect Steven West Mgmt For For For 14 Amendment to the Executive Mgmt For For For Incentive Plan 15 Advisory Vote on Executive Mgmt For For For Compensation 16 Ratification of Auditor Mgmt For For For 17 Shareholder Proposal Regarding ShrHoldr Against For Against Independent Board Chairman 18 Shareholder Proposal Regarding ShrHoldr Against Against For Report on Conflict Minerals Dell Inc. Ticker Security ID: Meeting Date Meeting Status DELL CUSIP 24702R101 07/13/2012 Voted Meeting Type Annual Issue No. Description Proponent Mgmt Rec Vote Cast For/Agnst Mgmt 1 Elect James Breyer Mgmt For For For 2 Elect Donald Carty Mgmt For For For 3 Elect Janet Clark Mgmt For For For 4 Elect Laura Conigliaro Mgmt For For For 5 Elect Michael Dell Mgmt For For For 6 Elect Kenneth Duberstein Mgmt For For For 7 Elect William Gray, III Mgmt For For For 8 Elect Gerard Kleisterlee Mgmt For For For 9 Elect Klaus Luft Mgmt For For For 10 Elect Alex Mandl Mgmt For For For 11 Elect Shantanu Narayen Mgmt For For For 12 Elect H.
    [Show full text]
  • The Global Financial Crisis and Proposed Regulatory Reform Randall D
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Brigham Young University Law School BYU Law Review Volume 2010 | Issue 2 Article 9 5-1-2010 The Global Financial Crisis and Proposed Regulatory Reform Randall D. Guynn Follow this and additional works at: https://digitalcommons.law.byu.edu/lawreview Part of the Banking and Finance Law Commons Recommended Citation Randall D. Guynn, The Global Financial Crisis and Proposed Regulatory Reform, 2010 BYU L. Rev. 421 (2010). Available at: https://digitalcommons.law.byu.edu/lawreview/vol2010/iss2/9 This Article is brought to you for free and open access by the Brigham Young University Law Review at BYU Law Digital Commons. It has been accepted for inclusion in BYU Law Review by an authorized editor of BYU Law Digital Commons. For more information, please contact [email protected]. DO NOT DELETE 4/26/2010 8:05 PM The Global Financial Crisis and Proposed Regulatory Reform Randall D. Guynn The U.S. real estate bubble that popped in 2007 launched a sort of impersonal chevauchée1 that randomly destroyed trillions of dollars of value for nearly a year. It culminated in a worldwide financial panic during September and October of 2008.2 The most serious recession since the Great Depression followed.3 Central banks and governments throughout the world responded by flooding the markets with money and other liquidity, reducing interest rates, nationalizing or providing extraordinary assistance to major financial institutions, increasing government spending, and taking other creative steps to provide financial assistance to the markets.4 Only recently have markets begun to stabilize, but they remain fragile, like a man balancing on one leg.5 The United States and other governments have responded to the financial crisis by proposing the broadest set of regulatory reforms Partner and Head of the Financial Institutions Group, Davis Polk & Wardwell LLP, New York, New York.
    [Show full text]
  • Good Governance and the Misleading Myths of Bad Metrics
    ஽ Academy of Management Executive, 2004, Vol. 18, No. 1 ........................................................................................................................................................................ Good governance and the misleading myths of bad metrics Jeffrey Sonnenfeld In the aftermath of the well-publicized corruption governance metrics ratings services, the best and malfeasance in several large public corpora- known of which are Institutional Shareholder Ser- tions, especially at the executive and board levels, vices (ISS) and Governance Metrics International investors and analysts are searching for manage- (GMI). While firms such as Moody’s and The Cor- ment tools to measure the vulnerability of firms to porate Library use a wide mix of criteria to evalu- dishonesty, fraud, and corruption. While this effort ate companies, including their openly qualitative to improve governance through uniform guidelines judgment, ISS and GMI rely more on crisp numer- is understandable, at times boards and companies ical scoring systems. Some even believe that it is are reaching out for any life preserver that comes dangerous for firms to challenge the influential ISS along. Some firms are capitalizing on this desper- and GMI ratings services, given the attention paid ation by setting themselves up as corporate gover- to them by credit analysts, institutional portfolio nance experts. In 1999, when William Donaldson managers, and liability underwriters.3 was chairman of Aetna, he said prophetically, “I ISS and GMI look at public records to score firms fear that there is a growing cottage industry of on their governance effectiveness by using sim- superficial thought about corporate governance.”1 plistic checklists of standards or metrics based The swelling number of governance consultants heavily upon cliche´s and myths, rather than on has made Donaldson’s statement truer than ever.
    [Show full text]
  • From Our Audience
    Jan. 29, 2021 You can get information anywhere. Here, you get KNOWLEDGE. Vol. No. 26 -- 02 FROM OUR AUDIENCE OF GAMESTOP, “REDDIT REVOLUTIONS” AND MORE LUNACY Chris, I’m sure I’m not the only one to ask you about this. But I was wondering if you would be offering your subscribers a deeper take on what happened with $GME and /r/wallstreetbets? Besides it being interesting cocktail party conversation what’s it say about the smoke and mirrors of the market or shorts like the ones we are currently in? _______________________________________________________ At left, Thursday’s New York Post headline speaks to the “Mad” nature of markets of late; though who exactly is most mad (CRAZY) is a matter of debate! And the craziness was augmented this (Friday) morning by Tesla founder and boss Elon Musk who—merely by adding that Bitcoin hashtag to his Twitter page—caused an immediate 15% spike in that alleged “currency.” Crazy times!! Yes indeed, I’ve had a few folks asking for my take on all this silliness; among them my friend Drew Mariani at Relevant Radio, who I joined on short notice for an initial quick synopsis of all this yesterday at the end of his show (at https://relevantradio.com/2021/01/transg ender-push-in-culture/ ). We were rushed there, so I made but a few of my key points. But here, I’ll dig deeper. * Populist Peasants with Pitchforks. .or so the story goes Hey…who doesn’t like a great David vs. Goliath-type story? And that’s exactly what undergirds the unprecedented activity on Wall Street these last several trading days where a handful of heavily-shorted stocks have been concerned.
    [Show full text]
  • 2016 Annual Report Celebrations, Competitions & Community
    2016 Annual Report Celebrations, Competitions & Community www.SpecialOlympicsGA.org Table of Mission Contents Special Olympics Georgia provides year-round sports training and athletic competition in a variety of Olympic-type sports for children and adults with intellectual disabilities, giving them continuing Letter from the Board opportunities to develop physical fitness, demonstrate courage, Chairman and CEO experience joy and participate in the sharing of gifts, skills and 3 friendships with their families, other Special Olympics athletes and the community. Sports Offered and State Competitions Special Olympics Georgia, a 501c3 nonprofit organization, is supported by donations 4 from individuals, events, community groups, corporations and foundations. Special Olympics Georgia does not charge athletes to participate. The state offices are located at 4000 Dekalb Technology Parkway, Building 400, Suite 400, Atlanta, GA Beyond Sports: Healthy 30340 and 1601 N. Ashley Street, Suite 88, Valdosta, GA 31602. 770-414-9390. Athletes & Unified Sports www.SpecialOlympicsGA.org. 5 Meet Our Athletes: Marcus & Elena 6 2016 Fundraising Highlights: Law Enforcement Torch Run & Special Events 7 2016 Financial Review 8 Meet Our Team 9-10 2016 Sponsors and Contributors Recognition “Let Me Win. But If I Cannot Win, 11-15 Let Me Be Brave In The Attempt.” Special Olympics Athlete Oath 2 A MESSAGE FROM OUR CHAIRMAN OF THE BOARD AND CEO Dear Friends and Fans, In 1970, 500 Special Olympics Georgia (SOGA) athletes trained and participated in the first-ever competition held within our organization. 46 years later, we are in amazement at the continued growth of activity and support our organization has seen. 2016 was a year filled with celebrations of friendships and accomplishments, competitions that showcased bravery and sportsmanship, and newly formed relationships within communities across Georgia.
    [Show full text]
  • Blackrock May Never Bring 100% of Staff to Office After Coronavirus
    Login Watch TV BLACKROCK · Published 23 hours ago BlackRock may never bring 100% of staff to office after coronavirus 'I really am worried about this whole idea of culture': Fink By Jonathan Garber FOXBusiness Some bank jobs may work from home indefinitely: Report FOX Business' Charlie Gasparino says banks are telling personnel that nonessential New York City staff could be working from home well into 2021, and UBS brokers have reportedly been alerted they may not return until April 2021. BlackRock Inc. may never fully return to its pre-coronavirus routine after measures to prevent the disease's spread forced employees to work from home, according to CEO Larry Fink. It's unlikely the multitrillion-dollar asset manager's staff will ever be "100% back in oce,” Fink said Thursday at the Morningstar Investment Conference, according to CNBC. “I actually believe maybe 60% or 70%, and maybe that’s a rotation of people.” Stock Symbol BLK Stock Name BLACKROCK INC. Stock Price 558.30 Stock Change +10.24 Change % +1.87% The work-from-home environment doesn’t seem to have had much of an impact on the company’s business as employees were holding meetings via video conferencing ahead of the pandemic. The rm raked in $100 billion of assets during the three months through June, raising its total assets under management to $7.32 trillion. BlackRock is the world’s largest asset manager. Fink, however, is worried about the impact on the company’s culture. Consistently ranked as one of the best places to work, BlackRock reopened its New York oce on July 20, but said employees have the option to work remotely for the rest of the year.
    [Show full text]
  • Leseprobe L 9783570501061 1.Pdf
    Donald R. Keough Die 10 Gebote für geschäftlichen Misserfolg Vorwort von Warren Buffett Aus dem Englischen von Helmut Dierlamm Die amerikanische Originalausgabe erschien 2008 unter dem Titel »The Ten Commandments for Business Failure« bei Portfolio, einem Unternehmen der Penguin Group (USA) Inc., New York. Dieses Buch ist den Millionen Männern und Frauen auf der ganzen Welt gewidmet, die in Vergangenheit, Gegenwart und Zukunft der Coca-Cola-Familie angehören. Umwelthinweis Dieses Buch wurde auf 100 % Recycling-Papier gedruckt, das mit dem blauen Engel ausgezeichnet ist. Die Einschrumpffolie (zum Schutz vor Verschmutzung) ist aus umweltfreundlicher und recyclingfähiger PE-Folie. 1. Auflage © 2009 der deutschsprachigen Ausgabe Riemann Verlag, München in der Verlagsgruppe Random House GmbH © 2008 Donald R. Keough All rights reserved including the right of reproduction in whole or in part in any form. This edition published by arrangement with Portfolio, a member of Penguin Group (USA) Inc. Lektorat: Ralf Lay, Mönchengladbach Satz: Barbara Rabus Druck und Bindung: GGP Media GmbH, Pößneck ISBN 978-3-570-50106-1 www.riemann-verlag.de Inhalt Vorwort von Warren Buffett . 7 Einleitung . 11 Das erste Gebot – ganz oben auf der Liste – Gehen Sie keine Risiken ein . 21 Das zweite Gebot Seien Sie inflexibel . 34 Das dritte Gebot Isolieren Sie sich . 53 Das vierte Gebot Halten Sie sich für unfehlbar . 66 Das fünfte Gebot Operieren Sie stets am Rand der Legalität . 73 Das sechste Gebot Nehmen Sie sich keine Zeit zum Denken . 86 Das siebte Gebot Setzen Sie Ihr ganzes Vertrauen in Experten und externe Berater . 101 Das achte Gebot Lieben Sie Ihre Bürokratie . 117 Das neunte Gebot Vermitteln Sie unklare Botschaften .
    [Show full text]
  • Broadcastingaor9 ? Ci5j DETR 4, Eqgzy C ^:Y Reach the 'Thp of the World with Fitness News
    The Fifth Estate R A D I O T E L E V I S I O N C A B L E S A T E L L I T E BroadcastingAor9 ? ci5j DETR 4, EqGzY C ^:y Reach The 'Thp Of The World With fitness News. Nothing delivers Minnesota like Eyewitness News. Five stations of powerful news programming reaching 90% of the state. When you're looking for the top of the world, remember Eyewitness News. Represented nationally by Petry. Hubbard Broadcasting's Minnesota Network: KSTP-TV KSAX TV KRWF-TV WDIO -TV WIRT-TV APR. 1 1 1990 111 Lì,rJ_ ' -- . , ,. .n ..... -... ---_- -- -- ,--. Seattle KSTW Honolulu KGMB A BIGGER PAYOFF IS COMING This FALL! Anyone can say they have the "show of the '90s". But THE JOKER'S WILD is the one showing you clearances week after week. NOW 10 OF THE TOP 10! With a promotional package second to none, THE JOKER'S WILD is playing to win this Fall! PRODUCTION STARTS MAY 20th AT CBS TELEVISION CITY! JVummUNIUMI iun; Production A CAROLCO PICTURES COMPANY NEW YORK LOS ANGELES CHICAGO (212) 685 -6699 (213) 289 -7180 (312) 346-6333 Vol. 118 No. 15 Broadcasting ii Apr 9 Subcommittee Chairman 95/ PIONEER ENGINEER Daniel Inouye says that based Hilmer Swanson, senior staff 35/ NAB '90: highlights on views of committee members, telephone company scientist for Harris Corp.'s broadcast division, has from Atlanta entry "may be close call." NAB's annual convention in Atlanta provides forum for discussing competitive challenges facing 66/ TELCO BAN GOES broadcasters from cable, DBS and telcos; BACK TO GREENE "interference consequences" of TV Marti (page 43); U.S.
    [Show full text]
  • Vote Summary Report Reporting Period: 07/01/2017 to 06/30/2018 Location(S): All Locations
    Vote Summary Report Reporting Period: 07/01/2017 to 06/30/2018 Location(s): All Locations BGP Holdings Plc Meeting Date: 07/03/2017 Country: Malta Primary Security ID: Record Date: 05/25/2017 Meeting Type: Special Ticker: N/A Proposal Vote Number Proposal Text Proponent Mgmt Rec Instruction 1 Approve Reduction of Share Premium Account Mgmt For For 2 Approve Distribution of EUR 5 Million to Mgmt For For Directors 3 Approve Distribution of EUR 1.5 Million to Mgmt For For Directors Red Rock Resorts, Inc. Meeting Date: 07/06/2017 Country: USA Primary Security ID: 75700L108 Record Date: 05/08/2017 Meeting Type: Annual Ticker: RRR Proposal Vote Number Proposal Text Proponent Mgmt Rec Instruction 1.1 Elect Director Frank J. Fertitta, III Mgmt For For 1.2 Elect Director Lorenzo J. Fertitta Mgmt For For 1.3 Elect Director Robert A. Cashell, Jr. Mgmt For For 1.4 Elect Director Robert E. Lewis Mgmt For For 1.5 Elect Director James E. Nave Mgmt For For 2 Advisory Vote to Ratify Named Executive Mgmt For For Officers' Compensation 3 Advisory Vote on Say on Pay Frequency Mgmt One Year One Year 4 Ratify Ernst & Young LLP as Auditors Mgmt For For LondonMetric Property Plc Meeting Date: 07/11/2017 Country: United Kingdom Primary Security ID: G5689W109 Record Date: 07/07/2017 Meeting Type: Annual Ticker: LMP Vote Summary Report Reporting Period: 07/01/2017 to 06/30/2018 Location(s): All Locations LondonMetric Property Plc Proposal Vote Number Proposal Text Proponent Mgmt Rec Instruction 1 Accept Financial Statements and Statutory Mgmt For For Reports 2
    [Show full text]