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How Boards Drive Value in Family-Owned Businesses
A Enduring Across Generations—How Boards Drive Value in Family-Owned Businesses ENDURING ACROSS GENERATIONS How Boards Drive Value in Family-Owned Businesses © 2015 | WomenCorporateDirectors. All materials, logos, etc., unless otherwise stated, are the property of WomenCorporateDirectors, Ltd. Copyright and other intellectual property laws protect these materials. Reproduction or retransmission of the materials, in whole or in part, in any manner, without the prior written consent of the copyright holder, is a violation of copyright law. Contact information for requests for permission to reproduce or distribute materials: [email protected]. © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 310255 TABLE OF CONTENTS Introduction 1 Chapter 1 – The Benefits of Governance 2 Chapter 2 – The Three Enablers: Clarity, Culture, Communication 3 Chapter 3 – Building a Strong Board 8 Chapter 4 – Keys to an Effective Family Business Board 13 Chapter 5 – Cultivating and Motivating Talent 19 Conclusion 23 WCD Thought Leadership Council 25 2015 WCD Thought Leadership Commissioners 26 Unless otherwise designated, all persons quoted in this report are WCD Thought Leadership Council Members or Commissioners. A full list of Council Members and Commissioners appears on pages 25 – 28. © 2015 | WomenCorporateDirectors. All materials, logos, etc., unless otherwise stated, are the property of WomenCorporateDirectors, Ltd. Copyright and other intellectual property laws protect these materials. Reproduction or retransmission of the materials, in whole or in part, in any manner, without the prior written consent of the copyright holder, is a violation of copyright law. -
Chief Financial Officer (Cfo) of the Department of Defense”
DoD2B 7000.14-R Financial Management Regulation Volume 1, Chapter 1 * June 2010 VOLUME 1, CHAPTER 1: “CHIEF FINANCIAL OFFICER (CFO) OF THE DEPARTMENT OF DEFENSE” SUMMARY OF MAJOR CHANGES All changes are denoted by blue font. Substantive revisions are denoted by an * symbol preceding the section, paragraph, table, or figure that includes the revision. Unless otherwise noted, chapters referenced are contained in this volume. Hyperlinks are denoted by bold, italic, blue and underlined font. The previous version dated June 2008 is archived. PARAGRAPH EXPLANATION OF CHANGE/REVISION PURPOSE All Inserted and updated hyperlinks. Update 010602.D Added Business Integration Directorate responsibilities. Add Figure 1-1 Updated the DoD Chief Financial Officer Structure. Update 1-1 DoD2B 7000.14-R Financial Management Regulation Volume 1, Chapter 1 * June 2010 Table of Contents VOLUME 1, CHAPTER 1: ”CHIEF FINANCIAL OFFICER (CFO) OF THE DEPARTMENT OF DEFENSE” ............................................................................................................................... 1 0101 GENERAL ..................................................................................................................... 3 010101. Purpose ................................................................................................................. 3 010102. Overview .............................................................................................................. 3 0102 APPOINTMENT OF CHIEF FINANCIAL OFFICER OF THE DEPARTMENT OF DEFENSE ................................................................................................................................... -
A Performance Management Framework for State and Local Government: from Measurement and Reporting to Management and Improving
40641 body E.qxp:Performance Management Commission 5/25/10 3:25 PM Page 1 A Performance Management Framework for State and Local Government: From Measurement and Reporting to Management and Improving National Performance Management Advisory Commission 40641 body E.qxp:Performance Management Commission 5/25/10 3:25 PM Page 3 A Performance Management Framework for State and Local Government: From Measurement and Reporting to Management and Improving National Performance Management Advisory Commission 40641 body E.qxp:Performance Management Commission 5/25/10 3:25 PM Page 4 Copyright 2010 by the National Performance Management Advisory Commission 203 North LaSalle Street, Suite 2700 Chicago, Illinois 60601 www.pmcommission.org All rights reserved. The National Performance Management Advisory Commission encourages governments to use and reproduce this material freely in govern- ment documents. Any other use of this material is prohibited without written permission from the publisher. Library of Congress Control Number: 2010928402 ISBN 978-0-89125-303-7 Printed in the United States of America. This publication is written with the understanding that neither the publisher nor the authors are engaged in rendering legal advice. If legal or other expert assistance is required, the reader should solicit the services of a competent professional in the field. The publisher and the authors specifically disclaim any personal liability for loss or risk incurred as a consequence of the use and application, either directly or indirectly, of any advice or -
From Stretched to Strengthened
The illustration on the cover of this report represents more than 1,700 Chief Marketing Officers (CMOs) who spoke with IBM as part of this study. Each facet represents approximately 23 participants and the colours on the front cover represent the three imperatives identified in our analysis: deliver value to empowered customers; foster lasting connections; and capture value, measure results. For more information, please turn to page 9. This study is based on face-to-face conversations with more than 1,700 CMOs worldwide. Jon Iwata Senior Vice President, Marketing & Communications IBM Corporation Letter from IBM’s Senior Vice President, Marketing & Communications 3 A note to fellow CMOs All of us are aware of the forces changing business and markets today. But it is not so easy to see what the marketing profession is turning into in response. To understand this, IBM undertook our first-ever Global CMO Study. We aimed for 1,000 participants. More than 1,700 CMOs from 64 countries spoke face to face with us for an hour. We believe it is the largest survey of its type ever conducted. It clearly speaks to a broad awareness of how our roles have evolved over the past decade. What did we find? Interestingly, your perspectives are in line with your colleagues across the executive suite. We know, because we have conducted more than 15,000 interviews with Chief Executive Officers (CEOs), Chief Financial Officers (CFOs), Chief Information Officers (CIOs), CHROs and CSCOs over the past seven years, as part of our C-suite research programme. Like CEOs, you told us that market and technology factors are the two most powerful external forces affecting your organisation today. -
The Evolving Role of the Chief Data Officer in Financial Services
The evolving role of the chief data officer in financial services: From marshal and steward to business strategist The evolving role of the chief data officer in financial services | From marshal and steward to business strategist The evolving role of the chief data officer in financial services: From marshal and steward to business strategist Over the past few years, financial institutions core businesses, products, customers, and (FIs) have increasingly come to recognize supporting data infrastructure’s capabilities that their data assets represent highly and needs. strategic sources of insight and leverage for a wide array of business functions, More recently, the CDO’s job description–for including risk management, regulatory the most progressive organizations–has compliance, sales and marketing, product evolved from its initial focus on data asset development, and operational performance, gathering, governance, and stewardship among others. To realize this embedded to proactive business enablement, with value, however, organizations need to many institutions even marrying the CDO proactively and effectively manage their and chief analytics officer (CAO) roles into a information assets at the enterprise level. In single senior-level position. This is especially response, they have been appointing chief true for organizations that aggressively data officers (CDOs) to provide required seek to leverage data science and advanced strategic guidance and execution support, analytical modelling to generate new insights and also to assure access to and the into the markets and customers they serve, quality of critical data. In addition, CDOs the products they build and price, the risks will undoubtedly play a strategic role in they assume or pass on, and the means by helping FIs adapt and transform their data which they operate the business to benefit ecosystems in response to rapid technology stakeholders. -
Basic Responsibilities of the Co-Op Board of Directors
OVERVIEW BASIC RESPONSIBILITIES OF THE CO-OP BOARD OF DIRECTORS At start-up co-ops develop documents that spell out how the organization will operate. The corporate code often sets legal parameters for the co-op. The Articles of Incorporation contain the purpose of the co-op and its legal definitions. This document is filed with the Secretary of State. The Bylaws include the over-arching rules of the co- ops such as when where and how decisions will be made. The Board of Directors is the legal entity responsible for directing the affairs of the corporation. Every corporation MUST have a board. If a co-op operates as a collective then technically all members are on the Board. The Board must follow the rules set out in the Corporate Code, the Articles of Incorporation, and the Bylaws. Bylaw changes usually require a full membership vote to change. The members of the cooperative elect the Board.1 Three legal charges for Boards are fiduciary duty, duty of loyalty and duty of care. As trustees of the cooperative, board members have a special relationship to the cooperative to make business decisions focused only on what benefits the cooperative and all of its members. Decisions must be based on careful consideration of the issues. The fundamental legal standard for board members is to act in good faith, in a manner they believe to be in the best interests of the cooperative, and with such care, including reasonable inquiry, as an ordinary prudent person in a like position would use under similar circumstances. -
Chief Marketing Officer & Senior Vice President for Strategic Engagement
Chief Marketing Officer & Senior Vice President for Strategic Engagement Position Description Under the general direction of the Chief Executive Officer, the CMO/SVP will oversee the development and delivery of the marketing and communications strategy for the V Foundation. The CMO/SVP will collaborate to develop opportunities that drive substantial growth in awareness, relevance, reach, and revenue. The individual will organize a vision for programming delivery and evaluation in partnership with the V Foundation’s executive team and Board of Directors. The CMO/SVP will work cross-functionally to understand and drive the revenue and engagement needs and goals of the organization, as well as develop and help execute an integrated marketing, communications, and fundraising plan. The CMO/SVP will lead the organization to adopt a best-practice mentality for the use of data, research, metrics, and analytics to drive sophisticated and robust stakeholder engagement. The successful candidate will be goal-oriented, inquisitive, creative, mission-driven, and a collaborative team player who can unlock potential to achieve transformational results. The CMO/SVP will possess the ability to enhance assets and the connection with core brand partners— including with our founding partner, ESPN—to add value across the relationships. The CMO/SVP will be a core member of the leadership team, accelerating the organization to achieve $100M in annual revenue. To achieve success, the CMO/SVP will oversee a team of 10-plus staff and advise the V Foundation on the appropriate resource requirements to advance a sophisticated and impactful integrated marketing and communications program. The individual will help develop our vision to initiate a partnership platform to grow transformational partnerships that achieve shared objectives and ensure sustainable, diversified revenue. -
The Chief Financial Officer
THE CHIEF FINANCIAL OFFICER Chief Financial Officer.indd 1 13/01/2014 18:21 otHER EcoNOMIST BOOKS Guide to Analysing Companies Guide to Business Modelling Guide to Business Planning Guide to Cash Management Guide to Commodities Guide to Decision Making Guide to Economic Indicators Guide to Emerging Markets Guide to the European Union Guide to Financial Management Guide to Financial Markets Guide to Hedge Funds Guide to Investment Strategy Guide to Management Ideas and Gurus Guide to Managing Growth Guide to Organisation Design Guide to Project Management Guide to Supply Chain Management Numbers Guide Style Guide Book of Business Quotations Book of Isms Book of Obituaries Brands and Branding Business Consulting Business Strategy Buying Professional Services Doing Business in China Economics Managing Talent Managing Uncertainty Marketing Marketing for Growth Megachange – the world in 2050 Modern Warfare, Intelligence and Deterrence Organisation Culture Successful Strategy Execution The World of Business Directors: an A–Z Guide Economics: an A–Z Guide Investment: an A–Z Guide Negotiation: an A–Z Guide Pocket World in Figures Chief Financial Officer.indd 2 13/01/2014 18:21 THE CHIEF FINANCIAL OFFICER What CFOs do, the influence they have, and why it matters Jason Karaian Chief Financial Officer.indd 3 13/01/2014 18:21 THE ECONOMIST IN ASSOCIATION WITH PROFILE BOOKS LTD Published by Profile Books Ltd 3a Exmouth House Pine Street London ec1r 0jh www.profilebooks.com Copyright © The Economist Newspaper Ltd, 2014 Text copyright © Jason Karaian, 2014 All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the publisher of this book. -
City Planning Commission Bylaws
CITY PLANNING COMMISSION BYLAWS Adopted February 7, 1978 Amended March 3, 1987 and October 18, 2012 I. ORGANIZATION A. Establishment The City Planning Commission (the “Commission”) was established under Section 6.03 of the Municipal Code (the “Code”) of the City of Cedar Rapids, Iowa (the “City”). B. Responsibilities The Commission shall have the responsibilities provided in the Code, including reviewing and making recommendation to the City Council and, when applicable, the Board of Zoning Adjustment or a City department on: 1. Conditional use requests, rezoning requests, major design exception requests, preliminary plat applications, historic preservation, and the Comprehensive Plan for the City. 2. Requests to amend the Subdivision Ordinance (Code Chapter 31) or the Zoning Ordinance (Code Chapter 32). 3. Planning, zoning, platting, and related matters referred by the City Council, identified by the Commission, or requested by a City department. II. RULES The Commission establishes the following procedural rules. A. Offices At its first regular meeting of the calendar year, the Commission shall elect from its membership a Chairperson and a Vice-Chairperson. 1. Powers and Duties of Offices. a. Chairperson. i. Preside at meetings. 1 ii. Call special meetings. iii. Sign official documents. iv. Delegate the keeping of meeting minutes to the Development Services Division. b. Vice-Chairperson. During the absence or following removal of the Chairperson, the Vice-Chairperson shall exercise the duties of the Chairperson. 2. Removal of Officers. The Commission may remove an officer by a two-thirds supermajority vote. 3. Replacement of Officers. If an office becomes vacant, the Commission shall elect a member at the next regular meeting to serve the unexpired term of the vacated office. -
Corporate Bylaws of , Incorporated in the State of Oklahoma
CORPORATE BYLAWS OF ________________________________________________, INCORPORATED IN THE STATE OF OKLAHOMA ARTICLE I – CORPORATE AUTHORITY Section 1. Incorporation: ________________________, (the “Corporation”) is a duly organized corporation authorized to do business in the State of Oklahoma by the filing of Articles of [Organization] [Incorporation] on _______________, 20____. Section 2. State law: The Corporation is organized under Title 17 and Title 18 of the Oklahoma Statutes and except as otherwise provided herein, the Statutes shall apply to the governance of the Corporation ARTICLE II - OFFICES Section 1. Registered Office and Registered Agent: The registered office of the Corporation in the State of Oklahoma, shall be [address] ______________________ ____________________. The registered agent of the Corporation shall be ___________________________. Section 2. Other Offices: The Corporation may also have offices at such other places, both within and without the State of _____________, as the Board of Directors may from time to time determine or the business of the Corporation may require. ARTICLE III – MEETINGS OF SHAREHOLDERS Section 1. Place of Meetings: Meetings of shareholders shall be held at the principal office of the Corporation or at such place as may be determined from time to time by the Board of Directors of the Corporation. Section 2. Annual Meetings: Each year, the Corporation shall hold an annual meeting of shareholders on such date and at such time as shall be determined from time to time by the Board of Directors, at which meeting shareholders shall elect a Board of Directors and transact any other business as may properly be brought before the meeting. Page 1 of 10 Section 3. -
Associate Superintendent / Chief Business Officer
Sequoia Union High School District Job Description Associate Superintendent / Chief Business Officer LEVEL: Senior Management SALARY RANGE: Competitive, Negotiable and Based On Experience JOB SUMMARY: Under direction of the Superintendent, provides district wide leadership and supervises, plans, organizes, develops, and directs the Business Services Division, including the following departments: Fiscal Services, Accounting, Budget, Purchasing, Technology, Transportation, Nutrition, Grounds, Maintenance, Custodial, Operations, Energy, Nutrition, Risk Management, Construction and Planning including Bond Management Oversight; supervise and train management level division staff, promote programs to students, staff and the general public, supervise and participate in the preparation, accounting and maintenance of all related financial records, statements, reports and cost studies; provides and maintains efficient and effective business services to all schools and departments in the District, and to do other related work as required. ESSENTIAL FUNCTIONS (include but not limited to) The Associate Superintendent / Chief Business Officer provides District-wide leadership and direction in the following areas: 1. Oversees all business and administrative services programs, including all areas of development, implementation, and evaluation. 2. Represents the District in communicating and collaborating with other school districts, public agencies and the general public as directed. 3. Assists the Superintendent in establishing long-range and strategic -
Notice of Change of Representative Directors
October 30, 2020 Shiseido Company, Limited Notice of Change of Representative Directors Shiseido Company, Limited (the “Company”) hereby announces that it has decided to implement a change in its Representative Directors at the Board of Directors meeting held on October 29, as detailed below. 1. Name and Title of Retiring Representative Director Name: Yoichi Shimatani Current Title: Representative Director, Executive Vice President New Title: Director 2. Name and Title of Newly Appointed Representative Director Name: Yukari Suzuki Current Title: Director, Executive Corporate Officer New Title: Representative Director, Executive Corporate Officer 3. Reasons for the Change The Company sets an upper age limit per position for corporate officers based on its internal rules. In accordance with this basic principle, Yoichi Shimatani will retire from the position of Executive Vice President as of December 31, 2020, and as a result, he will also retire as Representative Director on the same date. Yukari Suzuki, who will newly assume the office of Representative Director as from January 1, 2021, has built a long career at the Company and possesses a vast experience mainly in fields of marketing and brand development. She has also led the global growth of Clé de Peau Beauté, one of the Company’s representative brands. Given her remarkable achievements in nurturing prestige brands, key contributors to corporate performance, Ms. Suzuki is expected to successfully drive the growth of the business while assisting the management overall. Furthermore, the Company recognizes the need to promote diversity among its management, and thus has decided to appoint Ms. Suzuki to the new position. As a result, the Company will maintain two representative directors.