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Mid-Markets Publications
2004 Top Executive Compensation Report
This annual report provides an overview of the practices of 2,896 publicly traded companies in 14 major industry categories. (Executive Summary, October 2004)
2005 Top Executive Compensation Report
An analysis of the compensation of the five highest-paid executives in 3,143 publicly traded firms in 2005 (Executive Summary, November 2005)
2007 Report on Top Executive Compensation—Key Findings
The Conference Board 2007 Report on Top Executive Compensation—Key Findings indicates that CEOs of the largest companies hold a substantial amount of company stock. (Executive Action Report, December 2007)
2008 Executive Coaching Fee Survey
This report offers an analysis of the rates organizations pay for executive coaching services. (Council Perspectives, August 2008)
2009 Nobel Prize in Economics: Reflections from The Conference Board
This Executive Action report contains insights from expert researchers at The Conference Board that link Elinor Ostrom's and Oliver Williamson's work to today's business concerns. (Executive Action Report, December 2009)
2010 Productivity Brief: Productivity, Employment, and Growth in the World's Economies
The recession left its mark on global productivity, which fell in 2009. With recovery expected in 2010, advanced economies will see renewed productivity gains but continue to shed workers. (Executive Action Report, January 2010)
2012 Citizenship and Sustainability Conference KeyNotes Report
The best way to ensure your organization's operations meet society's expectations is to embed corporate responsibility into your business practices
(Conference KeyNotes, October 2012) -
2012 Enterprise Risk Management Conference KeyNotes Report
Enterprise risk management is not a stand-alone process. Instead, it needs to be tied to decision making and business strategy.
(Conference KeyNotes, March 2013) -
2012 Executive Compensation Conference KeyNotes Report
As say on pay enters its third year, it has empowered shareholders to cast "no" votes to proxy statement descriptions of executive compensation programs that fail to make the grade.
(Conference KeyNotes, January 2013) -
2012 Future Leaders Conference KeyNotes Report
Your enterprise is only as valuable as your employees, so it is imperative that you prepare leaders for the future.
(Conference KeyNotes, April 2013) -
2012 Human Capital Analytics Conference KeyNotes Report
These Conference KeyNotes summarize the discussions held by the approximately 114 executives who attended The 2012 Human Capital Analytics Conference in New York in November 2012. (Conference KeyNotes, January 2013) -
2012 Onboarding Leadership Conference KeyNotes Report
For onboarding to work, it needs to be more thorough than a mere orientation and paced to match the minds and moods of employees.
(Conference KeyNotes, March 2013) -
2012 Organization Design Conference KeyNotes Report
Organization design is both a science and an art. The science includes using the new design to solve a business problem. The art involves building relationships and influencing others.
(Conference KeyNotes, January 2013) -
2012 Senior Corporate Communication Management Conference KeyNotes Report
Since the communication department is integral to driving business, communications professionals need to understand the business side of the organization.
(Conference KeyNotes, February 2013) -
2012 Succession Management Conference KeyNotes Report
Talent managers should incorporate new neuroscience research into their leadership development strategies and work to promote succession management from an human resources service to a core business strategy.
(Conference KeyNotes, December 2012)
2013 Customer Experience Leadership Conference KeyNotes Report
Social media may have changed the retail experience, but digital technology has given companies tools for coping with and capitalizing on that change. (Conference KeyNotes, April 2013) -
2013 Employee Health Care Conference KeyNotes Report
Upcoming health care reform and rising health care costs are forcing companies to change how they approach the health care benefits and increase their focus on wellness.
(Conference KeyNotes, September 2013) -
2013 Executive Coaching Conference KeyNotes Report
If companies truly want leverage their human capital to grow their organizations, they should consider coaching employees at all levels. (Conference KeyNotes, May 2013) -
2013 Extending Your Brand to Employees Conference KeyNotes Report
Your brand is only as strong as your employees, so build an emotional connection to the brand that allows them to live your purpose and exhibit brand-specific behavior. (Conference KeyNotes, August 2013) -
2013 Leadership Development Conference KeyNotes Report
As the nature of corporate competition changes, it is more important than ever to develop leaders who are capable of innovation. (Conference KeyNotes, July 2013) -
2013 Organization Design Conference KeyNotes Report
Businesses are being pushed to execute more complex strategies at an ever-increasing rate, and many companies are looking to organization design to seize new opportunities in global markets.
(Conference KeyNotes, February 2014) -
2013 Succession Management Conference KeyNotes Report
Succession management should be integrated into every phase of strategic planning, not isolated as an HR activity. If not, the organization may not take it seriously. (Conference KeyNotes, November 2013) -
2013 Summit on Sustainability Conference KeyNotes Report
Many firms no longer see a contradiction between doing good and making a profit, and are incorporating sustainability into their operations and business models. (Conference KeyNotes, July 2013)
27 a
27 at Heart: Why Gen Yers shouldn't write off their boomer co-workers.
Gen Yers need to get used to the idea of working with a whole lot of people who could be their parents or even grandparents. (The Conference Board Review, April 2011)
Achieving Resilience: A Systems Approach
A new approach to emergency preparedness is oriented toward systems and seeks resilience based on the realization that it is impossible to protect communities and organizations against crisis in a vacuum. (Executive Action Report, September 2011) -
Achieving Resilience: Establishing Networks—Before the Crisis Comes
Having a network in place in advance of a crisis can provide a critical boost to achieving resilience. (Executive Action Report, September 2011) -
Achieving Resilience: Planning for Flexibility during Crisis
Planning and preparation are as essential as ever, but now they must be flexible, incorporating the capacity to respond to unique developments in a crisis. (Executive Action Report, September 2011) -
Action Plans for Dealing With a Global Pandemic
This report summarizes the business and health lessons from previous epidemics and provides important insights to managers about dealing with today's pandemic-related issues. (Executive Action Report, May 2009) -
Adding Value in Shared Services . . . Insourcing, Outsourcing, and Offshoring
Companies are closely examining insourcing, outsourcing, and offshoring to decide which approach delivers the best support services at the lowest cost. What is the best solution? (Executive Action Report, July 2004) -
Addressing National Talent Shortages: What Countries Are Doing, What Companies Can Learn
Companies can learn a lot about effective strategic workforce planning by looking at the steps India, Canada, and Singapore are taking to shore up their future talent supply needs.
(Research Report, September 2013) -
Addressing the Talent Shortage in China and India: Leveraging Women in the Workforce
Women are underutilized in labor markets in Asia. Leveraging women in the workforce is essential to resolve this talent shortage and promote both social and economic development in these countries.
(Executive Action Report, January 2013) -
Affluent Population: Current Assets and Future Demographics
The number of affluent households in the United States will continue to increase over the next seven years, according to a recent study. The report also finds despite recent financial setbacks, the portfolios of the well-to-do remain healthy. (Executive Action Report, October 2003) -
Age and Opportunity: Plan Strategically to Get the Most Out of a Maturing Workforce
If baby boomers retire as expected, there won't be enough people to do the work; companies who act now can avoid the worst and gain a competitive advantage.
(Executive Action Report, May 2006) -
Age and Opportunity: Plan Strategically to Get the Most Out of a Maturing Workforce
The trend numbers are enough to frighten even the most stoic CEO. In a nutshell: if boomers retire as expected, there won't be enough people to do the work. But companies can plan their way out of the worst and gain a competitive advantage too (Council Perspectives, April 2006) -
Answering The Conference Board CEO Challenge® 2012: Innovation Leads, Uncertainty Lingers
Is today's C-suite taking full advantage of its organization's quality executives and function as a way to answer its most pressing challenges? (Council Perspectives, May 2012) -
Answering the 2011 CEO Challenge:
Accelerating Growth through Quality
This Council Perspective examines the role the quality function can play in meeting the top challenges identified in the latest edition of The Conference Board CEO Challenge™, an annual survey of top executives. (Council Perspectives, June 2011) -
Answering the CEO Challenge: How Quality Can Drive Profitable Growth across the Organization
Results of The Conference Board 2010 CEO Challenge survey point to an increased global focus on corporate reputation for quality, one of the original drivers of the quality management movement. (Council Perspectives, April 2010) -
Are Indian and Chinese Leaders Up to the Job?
Economic growth in China and India depends on the quality of companies' senior leaders. DDI's Rich Wellins argues that those leaders have too high an opinion of their own abilities.
(The Conference Board Review, October 2013) -
Are They Really Ready To Work?
This report defines workforce readiness by examining survey results and interviews with Human Resource and other senior executives. (Key Findings, May 2006) -
Are You In or Out? In-House vs. Outside Counsel
Many small and mid-size companies are switching to in-house counsel to combat ballooning fees. This can have positive effects beyond saving money.
(Executive Action Report, January 2006) -
Are You Talking to Your People or at Them?
Learning to focus both your message and your presentation. (The Conference Board Review, March 2009) -
Are You Too Young—or Too Old—to Be a CEO?
When looking for a new top executive, the assumption that direct prior experience in a comparable role is a prerequisite to success is just that—an assumption. It's natural to first look for the obvious candidate, but evidence shows no advantage. (The Conference Board Review, October 2011) -
Are Your Opinions Really Your Own?
HR departments increasingly require disclaimers be appended to employees' Twitter posts. But disclaimers are a flawed solution to a dubious problem. (The Conference Board Review, July 2012) -
Assessing Pay for Performance
This report explores five interpretations of the "pay for performance" concept, presents a practical way to measure it, and offers questions for directors to consider to assess and improve pay for performance at their company. (Director Notes, October 2011) -
Avoiding the Digital Desert
Globally, technology developments are taking place at an unprecedented and ever-increasing pace, but, in many respects, European policies and attitudes seem frozen in time. (Executive Action Report, November 2013)
Becoming Skilled at Painting with Two Brushes
Asian and Western companies differ in cultural approaches to talent development, but both can benefit from long-term international assignments and participation in international cross-functional teams.
(Executive Action Report, March 2007) -
Best Practices for Developing Change Leadership in Turbulent Times
Leaders in charge of businesses affected by Hurricane Katrina share how they led through the crisis and how these methods can be translated to planned initiatives for change in organizations.
(Executive Action Report, May 2013) -
Best Practices in Managing Information
Vendor Portfolios
This council perspective outlines a set of best practices to help content managers ensure the organization gets the best value for its investment in licensed information resources. (Council Perspectives, November 2010) -
Better Together: Advancing Diversity & Inclusion through Analytics and Strategic Workforce Planning
Combining human capital analytics and strategic workforce planning best practices can inform and improve diversity and inclusion initiatives.
(Executive Action Report, June 2013) -
Beyond Buzz: Thinking About Feelings
Columnist Dick Martin argues that corporate scandals have less to do with the stuff of logical argument than with the mysteries of intuition and emotion. (The Conference Board Review, July 2013) -
Beyond Compliance: The Future of Risk Management
According to recent interviews with business managers, Enterprise Risk Management is gaining ground as a comprehensive approach for evaluating activities and assessing a multitude of risks associated with conducting business. (Executive Action Report, January 2005) -
Beyond the Hype: E-nabling the Sales and Marketing Force
This report describes the impact of e-nabling, defined as the implementation of digital and communication technologies for the purposes of improving performance and creating the real-time enterprise. (Executive Summary, December 2002) -
Board Evaluation Process in the UK and Selected Continental European Countries
This Council Perspectives examines the differences in practices and requirements between several European countries including the UK regarding board evaluations and individual committee evaluations, and includes samples. (Council Perspectives, November 2011) -
Brain and Experience Drain: Are You Prepared for a Retirement Tsunami?
Crash programs for "knowledge-capture" are not the best response to the impending wave of retirements; rather, companies have to concentrate on building strong, ongoing knowledge-sharing programs.
(Executive Action Report, August 2003) -
Brand Evolution
Signaling dramatic change or keeping it under wraps? (The Conference Board Review, January 2009) -
Branding Challenges in the Great China Breakout
The domestic market in China for many manufactured goods is heavily saturated in several sectors, leading to stiff competition and squeezing profit margins. This is causing Chinese manufacturers to launch their brands on the world market. (Executive Action Report, December 2003) -
Brands as Productive Assets: Concepts, Measurement, and Global Trends
by Carol A. Corrado and Janet X. Hao
This paper finds that conventional measures misrepresent brand spending trends in the United States because those metrics do not take into account increased spending on social media and strategic marketing.
(Economics Program Working Paper Series, November 2013) -
Bridging China's Talent Gap
Multinational companies operating in China face challenges in recruiting, training, and retaining top managers. Job-hopping and rising wages in China are problems; short-term international assignments are one solution.
Bridging the Logistical Divide: Integration of Poor Countries in Global Supply Chains
The growth of larger, developed world markets compounds the difficulty faced by small-market countries struggling to achieve sustainable growth and close the gap between rich and poor nations.
(Executive Action Report, August 2008) -
Broadening the Base for Strategic Workforce Planning: The Value of Cross-Functional Partnerships
What differentiates leaders who've made steady headway with their SWP programs? Often, it's their ability to partner with other functions and, by doing so, to broaden the base of support for SWP. (Executive Action Report, August 2011) -
Building Executive Coaching Capability That Delivers Business Results
The second part of a two piece report asks: Does coaching really work? Can the end result justify the financial means? (See Executive Action 112 for part one.) (Executive Action Report, September 2004) -
Building Sustainable Integrity into Organizational Strategy and Operations
To protect a company's integrity, there must be a strong ethics, compliance, and integrity program in place—one that is fully integrated into the organization's mission, strategy, and operations. (Executive Action Report, April 2011) -
Building a Resilient Workforce: A Critical Component of Disaster Recovery
Resilience has traditionally been the ability of information systems, databases, and facilities to bounce back after a disaster. But true resilience requires that companies also prepare their employees to recover, both in their jobs and personal lives. (Executive Action Report, September 2012) -
Building a World-Class Workforce:
Two Case Studies
While diversity is critical to a world-class workforce, there is an irony when it comes to recruitment and retention: to achieve true equity, you may have to treat people differently.
(Executive Action Report, July 2006) -
Building an Effective Product Stewardship and Regulatory Affairs Organization
PSRA has expanded from narrowly managing compliance to enabling the business to pursue new products and markets, driving the need for additional skills in the function. (Council Perspectives, January 2013) -
Business Benefits of Security: Making the Case in Mid-Market Companies
Mid-market companies are coming to the realization that security is best viewed as an investment that increases business value, rather than an expense to be minimized.
(Executive Action Report, April 2007) -
Business Case for Corporate Social Responsibility
This report documents some of the potential bottom-line benefits to companies of being attentive to CSR: reducing cost and risk, gaining competitive advantage, developing and maintaining legitimacy and reputational capital, and achieving win-win outcomes (Director Notes, June 2011) -
Business Case for Diversity: Good Practices in the Workplace
Companies operating in Europe are finding that building diverse workforces and more inclusive work environments results in tangible business benefits.
(Executive Action Report, February 2006) -
Business Case for Nature
The authors argue that companies should value natural resources as highly as any other. (The Conference Board Review, April 2013) -
Business Conduct Codes: Why Corporations Hesitate
A survey of companies looks at how sensitive the issue of code and guideline endorsement is for corporations and why. (Executive Action Report, January 2002) -
Business Cycle Indicators Handbook
The Business Cycle Indicators Handbook, describes in detail the series in the BCI report and database, and includes articles discussing the value and use of the cyclical indicator approach. (Book, June 2001) -
Business Environment Abounds with Angry Questions: How to Answer a Zinger
Forget the office-speak, euphemisms, circumlocutions, and spin control. The key to dealing with challenging questions in the workplace is to understand that they often have a genuine emotional component.
(Executive Action Report, January 2004)
A Closer Look: Reassessing executives' value in a changing economy
In this rocky economic landscape, those responsible for assessing and valuing C-suite talent are assessing candidates with fresh eyes. (The Conference Board Review, October 2011) -
A Crisis of Confidence
Despite ongoing concerns that the current economic crisis could end up resembling The Great Depression, data so far shows that this recession is in far better shape than the circumstances of 1929. (Executive Action Report, January 2009) -
CEO Challenge Reflections: How Socio-Economic Change Is Shaping Business Sustainability in China
For CEOs in China, the challenge of sustainability was ranked higher than anywhere else in the world. But how will business meet this challenge? (Executive Action Report, November 2011) -
CEO Challenge Reflections: Human Capital Practitioners Respond
This report compares the responses of human capital professionals to the human capital strategies cited by 370 CEOs that ranked human capital as one of their top three challenges in The Conference Board CEO Challenge 2012. (Executive Action Report, September 2012) -
CEO Challenge Reflections: On the Record with Fred Keller
As a follow-up to The Conference Board CEO Challenge™ 2011: Fueling Business Growth with Innovation and Talent and The Conference Board CEO Challenge 2011: Mid-Markets, Fred Keller—CEO of Mich.-based Cascade Engineering—shares his thoughts on the issues. (Executive Action Report, November 2011) -
CEO Challenge Reflections: Social Media Goes to Work
The implications of social media in the workplace—for product development, go-to-market strategies, customer relations, corporate branding, and recruiting—are enormous. Why then are so many senior executives reluctant to take the plunge? (Executive Action Report, October 2011) -
CEO Challenge Reflections: Talent Matters
While CEOs rank talent as a critical challenge to business success, there is disagreement among human capital professionals when it comes to the strategies that best manage and develop this crucial link in the growth chain. (Executive Action Report, October 2011) -
CEO Succession Practices: 2012 Edition
In 2011, the average age of the incoming CEO in the S&P 500 was 51.9. Less than 5 percent of incoming CEOs were at least 62 years old.
(Research Report, April 2012) -
CEO Succession Practices: 2013 Edition
The rate of CEO succession in 2012 was 10.9 percent, consistent with the average number of leave-takings since 2000. In 2012, 53 CEOs in the S&P 500 left their posts.
(Research Report, April 2013) -
CEO View . . .Managing through the Global Financial Crisis
CEOs of five of the world's leading companies predict that the current global financial crisis will leave its mark on how business is done in the future. But how, to what degree, and for how long? (Executive Action Report, May 2009) -
CEOs and The Glass House
This report is based on John R. Hall's remarks to The Conference Board's Director Institute. Hall emphasized the need for boards to ensure that ethical procedures are followed, and the company's Chief Executive Officer carefully monitored. (Executive Action Report, May 2004) -
CEOs on Citizenship
Summarizes the results of surveys of managers, board members, and chief executives on corporate citizenship. (Executive Action Report, January 2002) -
Can Four Generations Focus in One Place?
This overview is adapted from The Conference Board KnowlEdge Series® presentation, "How We Work: Developing the Right Environment to Enable Our Workforce," with concentrations on the multigenerational workplace and office design. (KnowlEdge Series Summaries, July 2013) -
Can Manufacturing Survive in Advanced Countries?
Job losses remain high in the manufacturing industry in the U.S. and in other developed nations, and are not being made up by greater job creation in expansions. What is the long-term impact of such job losses on a country's ability to compete globally? (Executive Action Report, March 2004) -
Can They Take It? What Happens When Older Employees Work Overtime
Overtime is a key to profitability for many employers, and a boost to the paychecks of their employees. But is there a concomitant cost when, as is often the case, senior employees work extra hours? (Executive Action Report, November 2008) -
Can U.S. Corporations Change the Way People Think About America?
There has been a gradual global erosion of faith in the United States and its government, and in turn consumers worldwide are losing trust in American corporations. Is it time for U.S. corporations to help change the way the U.S. is viewed? (Executive Action Report, June 2005) -
Capturing Butterflies and Making Them Talk
If companies want to benefit from their employees' collective wisdom, they need to learn and implement knowledge transfer skills across generations.
(Executive Action Report, April 2008) -
Carbon Footprint a Growing Management Concern
The Conference Board survey finds companies are increasingly focusing on greenhouse gases and their implications for business.
(Executive Action Report, October 2006) -
Challenge of Meeting Public Expectations on Sustainable Development
As the public becomes increasingly concerned with health, safety, and the environment, companies are adopting new approaches and involving stakeholders in more open, transparent, and constructive dialogues.
(Executive Action Report, March 2006) -
Changing Attitudes to Work - What Should HR Do?
Participants at The Conference Board's European Human Resources Council Summit issue a set of management recommendations to deal with changing work attitudes. (Executive Action Report, March 2009) -
Changing Attitudes to Work – What Should HR Do?
Participants at The Conference Board's European Human Resources Council Summit issue a set of management recommendations to deal with changing work attitudes. (Council Perspectives, March 2009) -
Changing Chinese Supply Chain
This report presents detailed information about managing supply chains in China and the characteristics of a successful risk management program.
(Executive Action Report, November 2013) -
China Center Chart of the Week: China Outlook -- Why we expect slower growth in 2014
Our outlook for gradually slower growth in 2014 is a reflection of the current slowdown, which is part of an ongoing, structural transition of China's economy.
(China Center Publications, December 2013) -
China Center Commentary: December LEI Points to a Weak Start in the Year of the Horse
For the first time in nine months, the credit component of The Conference Board Leading Economic Index® (LEI) for China offered the only significantly positive contribution in December.
(China Center Publications, February 2014) -
China Center Data Flash: Divergence -- The Financial Economy Outpaces the Real Economy
Despite higher interest rates throughout the month of November, credit extension ramped back up and real estate activity shot up as well.
(China Center Publications, December 2013) -
China: Creating An Unlikely Edge In The Global Market Share Battle
In the quest for market dominance, is the ability to exploit the mass market more important than cutting edge innovation? (Executive Action Report, July 2005) -
Citizenship and Sustainability: Doing Good Can Be Good for Business
Small and mid-size companies are finding that expanding corporate citizenship and sustainability programs is a smart business decision that can enhance public image and do good even with limited resources.
(Executive Action Report, January 2007) -
Clearing Paths for Critical Foreign Talent to Work in the United States
The future growth of many smaller businesses may depend upon recruiting highly skilled foreign workers for key jobs. That means becoming better acquainted with the complexities of the immigration code. (Executive Action Report, December 2009) -
Clicking With Customers
There's a difference between online presence and online marketing. (The Conference Board Review, May 2009) -
Climate Change: Clear Trajectory—Haze in the Details
Climate change is a fact of life for business in the 21st century, and those that ignore the potential implications do so at their own peril. (Executive Action Report, August 2004) -
Close the Door
What to do when an open-door policy generates too much openness? (The Conference Board Review, October 2011) -
Closing the Gender Gap: A European Perspective on New Approaches to Women's Leadership
Women account for only about 10 percent of board directors in Europe's top 300 companies and more than two-thirds of the 101 largest firms have no women on their executive committees. With voluntary measures to close the gender gap making little progress, (Executive Action Report, September 2010) -
Closing the Revolving Door: How To Ensure New Hires Stay
Here is what employers and employees need to do to avoid the "set-up-to-fail syndrome." (Executive Action Report, October 2003) -
Coaching Creates Relationships Essential to Business Success
Part one of a two part report finds that coaching should not be used to boost low performing employees, it should be reserved for those with potential. (See Executive Action 113 for part two.) (Executive Action Report, September 2004) -
Collapse: Alan Wurtzel helped make Circuit City a great company. And then he set out to learn why it failed.
A Q&A with Alan Wurtzel, former chairman and CEO of Circuit City and author of "Good to Great to Gone." (The Conference Board Review, October 2012) -
Company Approaches to Green Products and Services: What's Working and What's Not
Companies that go "green" and promote those efforts must be informed on the environmental impacts of all processes throughout a product's lifecycle and commit to transparency in marketing and advertising.
(Executive Action Report, May 2008) -
Company Focus on the Risk of Third-Party Misconduct — A New Strategic Consideration
The need for partners in global markets and the pressures for high standards of
(Executive Action Report, November 2007)
business conduct from governments, international organizations, and NGOs mean
increased company focus on third-party business conduct. -
Compassionate Downsizing: Making the Business Case for Education and Training Services
This report analyzes the results of a survey of senior human resources executives regarding recent layoffs and the offering of education and training benefits to downsized employees. (Executive Summary, November 2003) -
Compensation & Benefits: A Global View
To attract and retain the best employees globally, companies must devise flexible, portable compensation and benefits packages that meet the elevated expectations of today's professionals.
(Executive Action Report, January 2008) -
Compensation Plans in Curious Times: Salary Increase Budgets Being Reduced
Most respondents to a Conference Board survey say their current 2003 salary increase budgets are now lower for most employee classes than originally planned. (Executive Action Report, December 2002) -
Compensation in a Changed Economy
A survey of HR council members looks at the effects of the economic downturn and September 11 on companies' 2002 compensation plans. (Executive Action Report, November 2001) -
Competitive Advantage of "Low-Wage" Countries Often Exaggerated
When adjusting wages for productivity, the cost advantage to companies of "low-wage" countries and regions such as China, India, Mexico, or Central and Eastern Europe over North America and Western Europe is smaller than you think. (Executive Action Report, October 2006) -
Competitive Intelligence: A Critical Tool for Innovation
The "next big thing" could hit at any time and revolutionize your industry, leaving you with outdated products, processes, partners, and business models. Competitive intelligence (CI) can provide critical insights into what your competitors are doing. (Council Perspectives, April 2011) -
Conducting Independent Investigations
Corporate leaders now must determine whether to conduct an independent investigation in response to a legal, regulatory, or corporate integrity crisis. (Executive Action Report, August 2004) -
Conference Board CEO Challenge® 2011: Mid-Market
An analysis of the responses to the 2011 CEO Challenge survey from the 114 U.S. firms with revenues of under $1 billion. (Research Report, September 2011) -
Conference Board CEO Challenge® 2013 Summary Report: Countering the Global Slowdown
Respondents to the latest edition of the annual survey of business leaders by The Conference Board indicate a focus on internal challenges.
(Executive Summary, January 2013) -
Conference Board CEO Challenge® 2013: Human Capital Practitioners Respond
According to an annual survey of chief executives, CEOs consider human capital their top challenge. How do their strategies to address this issue compare to those of human capital practitioners? (Executive Action Report, October 2013) -
Conference Board CEO Challenge® 2014: People and Performance
While CEOs see talent as the critical link in meeting their top business challenges, the 2014 CEO Challenge survey results show a heightened focus on customers and reputation and less concern about regulation and external risk.
(Executive Summary, February 2014) -
Conference Board CEO Challenge® 2014: People and Performance
While CEOs see talent as the critical link in meeting their top business challenges, the 2014 CEO Challenge survey results show a heightened focus on customers and reputation and less concern about regulation and external risk. (CEO Challenge®, January 2014) -
Conference Board Economics Watch® - European View
A recovery for the Euro Area has been delayed in part by continued weakness in business confidence. This issue also explores how prices and supplies of oil and natural gas may affect long-term growth prospects of Europe's economies. (Economics Watch Reports, May 2013) -
Conference Board Economics Watch® - European View
ECB promises to purchase short-term bonds of troubled countries has reduced financial instability for now. Long-term growth prospects in much of Euro Area remain uncertain, but expanding trade relations with China could help. (Economics Watch Reports, August 2012) -
Conference Board Economics Watch® - European View
ECB's decision to buy short-term sovereign debt and progress towards creation of European Stability Mechanism (ESM) has improved prospects for resolving Euro Area financial crisis, though many obstacles remain. (Economics Watch Reports, September 2012) -
Conference Board Economics Watch® - European View
High youth unemployment and long-term demographic trends are both blocking a recovery in Euro Area household consumption. (Economics Watch Reports, April 2013) -
Conference Board Economics Watch® - European View
Measures taken at June 28-29 EU Summit represent steps in the right direction, but have so far failed to restore confidence. (Economics Watch Reports, July 2012) -
Conference Board Economics Watch® - European View
Outlook for Euro Area has become worse due to both increased financial turbulance related to banking crisis in Spain and elsewhere, and the implementation of austerity measures which represent a drag on economic growth. (Economics Watch Reports, June 2012) -
Conference Board Economics Watch® - European View
Policies implemented to control the financial crisis are partially succeeding, but have not yet improved confidence or growth prospects (Economics Watch Reports, November 2012) -
Conference Board Economics Watch® - European View
Progress on financial integration does not result in improved outlook for Euro Area (Economics Watch Reports, December 2012) -
Conference Board Economics Watch® - European View
Recent changes in competitiveness measures for Euro Area economies provide another signal that economic outlook is improving, but weak long-term productivity growth represents important constraint on speed and strength of any recovery. (Economics Watch Reports, February 2013) -
Conference Board Economics Watch® - European View
Results from The Conference Board CEO Challenge® survey provide a perspective on how business leaders in Europe are responding to a more stable but still challenging economic environment in the Euro Area. (Economics Watch Reports, January 2013) -
Conference Board Economics Watch® - European View
The 2011 GDP projection will prove easy to reach. Downside risks exist for 2012. (Economics Watch Reports, June 2011) -
Conference Board Economics Watch® - European View
The Debt Crisis and the Risk Of Recession Are Reinforcing Each Other (Economics Watch Reports, October 2011) -
Conference Board Economics Watch® - European View
The ECB's Longer-Term Refinancing Operations (LTROs) helped restore confidence. However, "troubled economies" must address structural and regulatory issues, which we address in this report. (Economics Watch Reports, February 2012) -
Conference Board Economics Watch® - European View
The Euro Area economy has faced additional instability during the past month after Spain revised its deficit target. This month, we examine how events in Spain and elections in France are affecting our outlook for the Euro Area economy in 2012. (Economics Watch Reports, April 2012) -
Conference Board Economics Watch® - European View
The Euro Area economy remains in contraction, but financial stability, as well as rising business and consumer confidence could accommodate a cautious recovery, especially if borrowing conditions for businesses improve. (Economics Watch Reports, June 2013) -
Conference Board Economics Watch® - European View
The Euro Area looks to be in a mild recession (Economics Watch Reports, January 2012) -
Conference Board Economics Watch® - European View
The Euro Area's economic contraction could end in the near term thanks to improving financial stability and confidence, but slowing global growth and a weak investment environment remain headwinds. (Economics Watch Reports, July 2013) -
Conference Board Economics Watch® - European View
The economic outlook for Euro Area economies continues to improve, though growth for the region as a whole should be slow for the rest of 2013. (Economics Watch Reports, September 2013) -
Conference Board Economics Watch® - European View
The financial crisis has spurred European leaders to consider hastening fiscal and regulatory integration, which has helped reduce financial instability. However, the poor performance of confidence indicators show that the Euro Area economy reamins weak. (Economics Watch Reports, November 2012) -
Conference Board Economics Watch® - European View
This report includes: The Conference Board's May forecast for the Euro Area economy, a description of how debt-to-GDP ratios for Spain and Germany will evolve over the long term, and the policy implications of these debt projections. (Economics Watch Reports, June 2013) -
Conference Board Economics Watch® - European View
Though the Euro Area economy appears to be stabilizing, elevated unit labor costs may impair the region's growth prospects. This month, we examine labor costs, unemployment measures, and actions European countries are taking to become more competitive. (Economics Watch Reports, March 2012) -
Conference Board Economics Watch® China View
China's strong growth continues but inflation fears are sparking monetary policy action. (Economics Watch Reports, February 2011) -
Conference Board Economics Watch® China View
Tighter credit and weak consumer confidence, both reactions to high inflation, will probably create a drag on growth for Chinese economy in 2011. (Economics Watch Reports, April 2011) -
Conference Board Economics Watch® Emerging Markets View
Emerging Market Growth to Gradually Slow in 2012, but Downside Risks Remain Strong (Economics Watch Reports, June 2012) -
Conference Board Economics Watch® Emerging Markets View
Emerging markets: staying competitive amid slowing growth (Economics Watch Reports, September 2012) -
Conference Board Economics Watch® United States View
Despite upward revision of GDP growth performance in Q3 and the Fed's decision to start to taper its quantitative easing, GDP growth for 2013 will finish on a weak note.
(Economics Watch Reports, December 2013) -
Conference Board Economics Watch® United States View
Economic growth was stronger than anticipated in the second half of 2013, and the faster pace of economic growth is expected to continue into 2014, although downside risks remain.
(Economics Watch Reports, February 2014) -
Conference Board Economics Watch® United States View
Even with the government poised to re-open fully, the short-term shutdown likely shaved 0.45 percentage points from Q4 GDP growth, leaving it at a sluggish 1.7 percent annualized rate.
(Economics Watch Reports, October 2013) -
Conference Board Economics Watch® United States View
The U.S. economy is ending 2013 with slow growth, in line with the overall sluggish performance for the year as a whole. However, stronger employment data and manufacturing surveys point to moderately firmer growth in 2014.
(Economics Watch Reports, November 2013) -
Conference Board Economics Watch® United States View
We view the current slowdown in economic activity as a temporary pause. The inclement winter weather is depressing economic activity, thus we expect a rebound when warmer temperatures arrive in the spring.
(Economics Watch Reports, March 2014) -
Conference Board Economics Watch® United States View
After several years of restructuring, the U.S. private sector shows continued signs of strengthening. We believe the Fed's forecasts look overly optimistic, and thus, expect the sequester spending cuts to slow the economy for the remainder of 2013. (Economics Watch Reports, June 2013) -
Conference Board Economics Watch® United States View
Can short-term economic momentum be maintained in the face of strong headwinds? (Economics Watch Reports, February 2011) -
Conference Board Economics Watch® United States View
Caution, uncertainty, and volatility underscore 2012 (Economics Watch Reports, January 2012) -
Conference Board Economics Watch® United States View
Cautiously Optimistic Outlook (Economics Watch Reports, March 2012) -
Conference Board Economics Watch® United States View
Despite some recent weakening in the economic data, the U.S. economy remains poised to re-accelerate in the second half of 2012. This month, we also examine shifts in global manufacturing competitiveness. (Economics Watch Reports, April 2012) -
Conference Board Economics Watch® United States View
Despite weak GDP growth recorded over the past three quarters, including the sluggish 1.7% advance in Q2, we expect economic growth to accelerate in the second half of 2013 as the fiscal headwinds diminish. (Economics Watch Reports, August 2013) -
Conference Board Economics Watch® United States View
Downgrade of U.S. Economic Growth (Economics Watch Reports, August 2011) -
Conference Board Economics Watch® United States View
Economic growth poised to rebound in the second half of 2013 (Economics Watch Reports, November 2012) -
Conference Board Economics Watch® United States View
Economy on firmer footing, but sentiment still sour (Economics Watch Reports, November 2011) -
Conference Board Economics Watch® United States View
Growth Still Stuck in the Slow Lane (Economics Watch Reports, October 2011) -
Conference Board Economics Watch® United States View
Growth rebounds in second half, after fiscal drag in first half. This issue also includes results from CEO Challenge® survey which shows businesses look at internal strengths to better compete in what is poised to remain a slow growth environment. (Economics Watch Reports, January 2013) -
Conference Board Economics Watch® United States View
Hot temperatures, but cool economy (Economics Watch Reports, July 2011) -
Conference Board Economics Watch® United States View
Increasing positive trends in the U.S. economy, but can they be sustained? (Economics Watch Reports, February 2012) -
Conference Board Economics Watch® United States View
Once again economic activity started off the year on strong footing, to only lose steam heading into springtime. In this issue we also examine the shale gas and oil revolution to see if it can really be a game changer. (Economics Watch Reports, April 2013) -
Conference Board Economics Watch® United States View
Recent employment, income, and business investment data indicate that economic growth is poised to dip below 2 percent in the current quarter, but trends in the leading economic indicators suggest that growth will accelerate modestly in the second half. (Economics Watch Reports, May 2012) -
Conference Board Economics Watch® United States View
Scaling back growth expectations (Economics Watch Reports, June 2011) -
Conference Board Economics Watch® United States View
Stimulus will boost economic growth in 2011, but will it carry through to 2012? (Economics Watch Reports, January 2011) -
Conference Board Economics Watch® United States View
The U.S. economy has no forward momentum and little help from monetary or fiscal policy. Future growth depends on whether U.S. businesses can escape the "commodity trap." (Economics Watch Reports, July 2012) -
Conference Board Economics Watch® United States View
The U.S. economy suffers from a lack of consumer demand, a cautious corporate sector that is not spending or hiring, and high inventory levels that will hold back production activity going forward. (Economics Watch Reports, August 2012) -
Conference Board Economics Watch® United States View
The U.S. remains poised to at least partially fall off the "fiscal cliff". (Economics Watch Reports, October 2012) -
Conference Board Economics Watch® United States View
The domestic private sector of the U.S. economy has shown great resilience in the face of ongoing global uncertainty and dysfunctional government policy. However, we maintain our cautious economic outlook for 2013. (Economics Watch Reports, March 2013) -
Conference Board Economics Watch® United States View
The ongoing weakness in the U.S. economy has prompted the Federal Reserve to unleash its third round of quantitative easing. However, more quantitative easing is not the pancea that will quickly boost the economy. (Economics Watch Reports, September 2012) -
Conference Board Economics Watch® United States View
U.S. economy continues on a firmer path of expansion (Economics Watch Reports, March 2011) -
Conference Board Economics Watch® United States View
U.S. economy still not fully in the clear with both the private sector and labor market far from robust and recently productivity growth has slumped. Moreover, dysfunctional government and tighter fiscal policy represent large downside risks. (Economics Watch Reports, March 2013) -
Conference Board Economics Watch® United States View
U.S. economy to resume moderate growth (Economics Watch Reports, April 2011) -
Conference Board Economics Watch® United States View
U.S. steps up while Europe slips (Economics Watch Reports, December 2011) -
Conference Board Economics Watch® United States View
Underlying strengthening in U.S. economy will be delayed if fiscal drags become large (Economics Watch Reports, December 2012) -
Conference Board Economics Watch® United States View
We are all in this together (Economics Watch Reports, September 2011) -
Conference Board Economics Watch® United States View
We continue to forecast that the headwinds from the spending sequester cuts will slow economic activity. This issue also includes an update of our framework that offers a way for the U.S. to address its long-term fiscal issues. (Economics Watch Reports, May 2013) -
Conference Board Economics Watch® United States View
Winter optimism faded this spring. Recent economic data and rising uncertainty signal that the moderate acceleration in is unlikely. U.S. faces an enormous yearend fiscal cliff, but temporary measures should help avoid a large economic contraction. (Economics Watch Reports, June 2012) -
Conference Board Economics Watch® Emerging Markets View
Emerging markets will see very moderate growth improvement, while their financial systems will continue to face downside risks
(Economics Watch Reports, February 2014) -
Conference Board Economics Watch® European View
The European recovery continues to be slow, even though optimism increases
(Economics Watch Reports, February 2014) -
Conference Board Economics Watch® European View
The Euro Area outlook continues to improve, as a sluggish recovery seems underway. Even though Euro Area GDP improved in the second quarter, other important indicators still remain very weak. (Economics Watch Reports, October 2013) -
Conference Board Governance Center White Paper
Collaboration between boards of directors, management, and shareholders is fundamental to identifying the corporate governance policies and practices that will best produce economic growth while reducing financial and legal risk.
(Research Report, March 2014) -
Conference Board Human Capital in Review™: Focus on Diversity and Inclusion (Vol. 3, No. 3, 2013)
There continues to be a strong interest in both the organizational barriers that hinder women's leadership development and strategies to effectively reduce the impact of those barriers. (Human Capital in Review, November 2013) -
Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 2, No. 3, 2013)
This publication explores hot topics within employee engagement research. This issue includes articles on the effect of recessions on productivity and strategies for gaining stakeholder buy-in. (Human Capital in Review, October 2013) -
Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 3, No. 1, 2014)
This publication explores hot topics within employee engagement research by providing actionable summaries of contemporary literature. (Human Capital in Review, March 2014) -
Conference Board Human Capital in Review™: Focus on Health Care (Vol. 1, No. 1, 2013)
How will the new health care laws affect individual companies? The sea change underway presents implementation and retention challenges for businesses within and outside the health care sector. (Human Capital in Review, November 2013) -
Conference Board Human Capital in Review™: Focus on Human Capital Analytics (Vol. 4, No. 1, 2014)
In order to respond to workforce changes, HR professionals must not only embrace the use of data but take the lead in embedding a workforce analytics approach in their organization. (Human Capital in Review, January 2014) -
Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 3, No. 2, 2013)
This publication explores hot topics within strategic workforce planning research. This issue includes articles on: the reduction of offshoring, incorporating a contingent workforce into the strategic plan, and organization acceleration. (Human Capital in Review, October 2013) -
Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 3, No. 3, 2013)
This publication explores hot topics within talent management research. This issue includes articles on: engaging with marketing in recruitment, effects of company reputation, and accelerating leadership development. (Human Capital in Review, September 2013) -
Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 4, No. 1, 2014)
This publication explores hot topics within talent management research and includes summaries on human capital trends, learning and development, talent acquisition, leadership development, performance management, coaching, and corporate universities. (Human Capital in Review, February 2014) -
Conference Board Labor Markets in Review™: Vol. 3, No. 1, 2013
Globally the economy has not returned to pre-recession growth levels. This report analyzes the effects of the different stages of recovery on labor market conditions, with a particular focus on the United States and Europe. (Periodical, December 2013) -
Conference Board® Labor Markets in Review™: Vol. 2, No. 2
This issue includes an overview of the main economic and labor market conditions in the United States, Europe, and Asia, as well as several special topics. (Periodical, July 2012) -
Connecting Emotions and Personality to Your Corporate Image and Brands
When it comes to building and maintaining a corporate brand, today's democratized market is no place for top-down, hierarchical thinking. In this climate, an authoritative tone is as apt to cause resentment as it is to increase sales.
(Executive Action Report, August 2007) -
Connecting to Customers
Corporate leaders too often keep their distance from the people that are the most important. (The Conference Board Review, February 2011) -
Consumer Trends...Why People Shop Online
Online retail appears to be mostly about the price, with nearly half of all online shoppers claiming bargain hunting as their motive.
(Executive Action Report, January 2004) -
Consumer-Driven Healthcare: Cost Shift or Paradigm Shift?
Consumer-driven health plans are the latest trend being presented as a promising solution to rising healthcare costs. This topic was discussed during The 2005 Employee Healthcare Conference held by The Conference Board in February and March. (Executive Action Report, May 2005) -
Consumers Going Online Before Going on the Road
Consumers tend to be using the Internet to research travel rather than booking it - with concern regarding credit card security the main reason for not making arrangements online. (Executive Action Report, July 2004) -
Convergence of Principle- and Rule-Based Ethics Programs: An Emerging Global Trend?
While the U.S. approach to corporate ethics programs is often compliance-based compared to Europe's values-based approach, there may be a move toward a middle way that embraces aspects of both.
(Executive Action Report, March 2007) -
Converging Physical and Information Security
Risk Management
Traditionally, physical and information security have operated in their own silos with separate teams and different risks, processes, and budgets. But risks and threats are evolving and becoming interdependent. As new technologies are adopted in the workp (Executive Action Report, February 2011) -
Coping With the Coming Wave of Web Communication
Looks at Web conferencing and collaboration systems: how they work, how to create a successful enterprise strategy for them, and their outlook. (Executive Action Report, April 2002) -
Cops, Geeks, and Bean Counters: The Clashing Cultures of Corporate Security
Bridging the clash of cultures and creating a common frame of reference is essential if companies are to manage their total security needs in an effective manner. (Executive Action Report, September 2004) -
Corporate Brands: Meeting the Challenges of Changing Times
This report, based on a September 2009 meeting of The Conference Board Council on Corporate Brand Management, discusses the challenges facing the corporate brand and what the new operating landscape—the new normal—will look like once the recession ends. (Council Perspectives, February 2010) -
Corporate Brands: Strategies for the New Normal
This report is an issue-specific excerpt from Council Perspectives (CP-015) Corporate Brands: Meeting the Challenges of Changing Times. (Council Perspectives, March 2010) -
Corporate Citizenship and Sustainability Arrive: Are Capital Markets Addressing New Business and Investment Risk Factors?
Perhaps the only thing that is certain today in global capital markets is that traditional performance measures are not capturing important investment risk factors. (Executive Action Report, July 2002) -
Corporate Citizenship in the New Century: Accountability, Transparency, and Global Stakeholder Engagement
This report, based on the views and experiences of corporate managers of citizenship programs, CEOs, and board members at over 700 companies, examines the state of global corporate citizenship practices, expectations, and trends. (Executive Summary, July 2002) -
Corporate Communications Trends... Ruling in Nike Case May Lead to Increased Corporate Self-Censorship
The repercussions from the lawsuit against Nike concerning its international employment practices, may cause the loss of free speech protection for businesses and an increase in false advertisement suits. (Executive Action Report, January 2004) -
Corporate Contributions - A Look at the Numbers
Corporate giving among the largest U.S. corporations is on the rise according to The Conference Board's annual survey. For additional information see Report 1355. (Executive Action Report, October 2004) -
Corporate Contributions in 2001
This overview of corporate giving in 2001, based on information supplied by 187 of the largest U.S. corporations, finds that overall giving budgets generally increased from 2000 to 2001.
(Executive Summary, January 2003) -
Corporate Contributions in 2002
This report is an annual overview of corporate giving based on information supplied by the largest U.S. corporations. (Executive Summary, December 2003) -
Corporate Contributions in 2004
Corporate giving among the largest U.S. corporations and international corporate giving were on the rise in 2003 and 2004.
(Executive Action Report, November 2005) -
Corporate Giving Priorities and Challenges in 2007
The factor most influencing corporate giving priorities in 2007 is aligning the giving program more closely with business needs.
(Executive Action Report, June 2007) -
Corporate Governance Handbook 2005: Developments in Best Practices, Compliance, and Legal Standards
In addition to bringing the 2003 report Corporate Governance Best Practices: A Blueprint for the Post-Enron Era up-to-date, this report is intended to provide boards and management with a compendium of the leading corporate governance practices. (Book, July 2005) -
Corporate Governance Handbook 2007: Legal Standards and Board Practices
This handbook is intended to be an easy-to-use compendium of rapidly evolving laws and rules and the best practices adopted by leading companies. (Book, July 2007) -
Corporate Governance Handbook: Legal Standards and Board Practices (Third Edition)
Revised in 2009, this handbook presents an easy-to-use compendium of rapidly evolving laws and regulations and the best practices adopted by leading companies.
(Book, September 2009) -
Corporate Image and Branding Conference KeyNotes Report
Companies that can distill the complexity of their business into a simple and compelling message can win the enthusiasm of employees and the market.
(Conference KeyNotes, May 2013) -
Corporate Oversight and Stakeholder Lines of Defense
Stakeholders are demanding improved oversight in the wake of the 2008 financial crisis. This report presents a model for effective corporate oversight. (Executive Action Report, October 2011) -
Corporate Participation in Community Recovery
This report discusses the six different recovery initiatives and how corporations can participate. (Executive Action Report, December 2004) -
Corporate Security Management: Organization and Spending Since 9/11
This comprehensive study reveals business spending patterns since the attacks of September 11, 2001. (Executive Summary, July 2003) -
Corporate Security in a Time of Crisis: Bioterrorism
Deals with mailroom procedures and the risk of bioterrism. (Executive Action Report, November 2001) -
Corporate Security in a Time of Crisis: Concerns for International Business Travelers
Addresses current security issues in business travel and emergency evacuation from overseas locations. (Executive Action Report, November 2001) -
Corporate Security in a Time of Crisis: Management Challenges
Assists senior executives in becoming conversant with current security issues, including how to integrate it in the management process, the question of cost, protection procedures and contingency plans, and supply chain and product security. (Executive Action Report, November 2001) -
Corporate Security in a Time of Crisis: Online Security Resources
Lists Web resources for current security issues, including management challenges, bioterrorism, protecting IT, and concerns for international business travelers. (Executive Action Report, November 2001) -
Corporate Security in a Time of Crisis: Protecting IT
Discusses ensuring IT security, and IT recovery and response procedures. (Executive Action Report, November 2001) -
Corporate Social Responsibility In China: Can Voluntary Codes Succeed?
Is there an alternative to laws that are unevenly administered and enforced? A question well worth asking about business practice in all developing economies -- including China. (Executive Action Report, July 2005) -
Corporate Sustainability Disclosure in China
Environmental and labor regulations abound in China, but supervision and enforcement are seriously lacking. Chinese businesses acutely need more transparency, better disclosure, and better performance in sustainability. (Executive Action Report, October 2013) -
Cost of Losing the American Dream: A view from China
After revelations about corporate and government encroachment on Americans' privacy, freedom-starved Chinese cast a less favorable eye on the United States.
(The Conference Board Review, October 2013) -
Cracking the Financial Code
This report is an issue-specific excerpt from Council Perspectives (CP-015) Corporate Brands: Meeting the Challenges of Changing Times. (Council Perspectives, March 2010) -
Crafting a Strategy for Virtual Worlds: Eight Questions to Ask
Virtual worlds are emerging fast on the business landscape, but few companies have developed a strategy to deal with them. How can you take advantage of this new technology? (Executive Action Report, August 2007) -
Creating a Competency Model for Diversity and Inclusion Practitioners
This report sets out a new and unique competency model for 21st century D&I practioners. (Council Perspectives, May 2008) -
Culture Crash
A Lehman Brothers insider reveals why the firm's best traits turned out to be its worst. (The Conference Board Review, October 2009)
DNA of Leaders: Leadership Development Secrets
We define the common characteristics of successful leadership development and 23 values that are part of the DNA of leadership development at the "best companies for leadership."
(Research Report, August 2013) -
Dangerous Terrain: How to manage corporate political spending in a risky new environment
With attention focused on the money that SuperPACs are spending to influence election results, companies are likely overlooking their own risks in the new campaign-finance system. (The Conference Board Review, January 2012) -
Dealing With Employee Travel Fears
Discusses travel safety concerns, how companies can assist employees in overcoming them, new airport safety measures, components of a comprehensive disaster plan, travel tips for individuals, coping with anxiety, and online resources. (Executive Action Report, December 2001) -
Defining Corporate Governance Best Practices to Add Firm Value
European family-controlled public companies tend to perform less well in the stock market than their American counterparts. Would best practices followed by family firms in the United States be helpful examples for similar enterprises in Europe? (Executive Action Report, September 2005) -
Defining The Values-Based Enterprise
A renewed interested in the concept of a values-based enterprise has emerged. At the heart of the values based enterprise is the belief that companies need both "private" and "public" capital to survive and prosper. (Executive Action Report, June 2004) -
Defining the Corporate Ethics Brand
Companies usually place corporate ethics and corporate social responsibility in different departments with different lines of responsibility, but merging them into a coherent corporate ethics brand could reap benefits.
(Executive Action Report, November 2005) -
Design-Centered Innovation: Observe, Learn, Innovate
Customers value the experience of using a product or service, not just the product or service itself. Companies can use a design-centered approach to innovation to facilitate the process of selling the total "experience" to their customers. (Council Perspectives, January 2013) -
Designing Organizations That Execute New Strategies and Create Capabilities for Change
Driven by today's global and hyper-competitive environment, organizations are
(Executive Action Report, July 2007)
experiencing constant change. They need to build an internal design capability
to realign organizational components on an almost continuous basis. -
Designing the High-Performance Compensation Plan That Works
Some mid-size companies are reshuffling their mix of incentives, for example, seeking alternatives to stock option plans, to galvanize employees and grow in new directions.
(Executive Action Report, January 2007) -
Despite the Chaos, Europe's Economies Are Regaining Competitiveness through Improvements in Unit Labor Cost Performance
Can Europe's recent gains in productivity and lower unit labor costs be sustained? (Executive Action Report, July 2012) -
Developing Business Leaders for 2010
The demands on today's leaders and those of the next generation will continue to grow. This study, based on extensive interview and survey data, addresses the efforts of leading-edge companies to develop the leadership strength they need. (Executive Summary, April 2002) -
Developing Global Leaders
Developing global business leaders is as complex as the world in which they work and requires a top-down corporate commitment to training, feedback, and balancing individuals' goals with business needs.
(Executive Summary, November 2005) -
Directors' Compensation and Board Practices in 2003
This report, based on a survey of more than 606 manufacturing, financial, and service companies, presents the amount and type of compensation paid to outside directors in 2003. (Executive Summary, November 2003) -
Directors' Compensation and Board Practices in 2004
This annual report provides information on the amount and type of compensation paid outside directors in 2004 in 510 companies in three major industry sectors. (Executive Summary, October 2004) -
Disconnect: The company you think you're running is not the company for which your people work.
CEOs rarely know much about how work actually gets done below the C-suite level. (The Conference Board Review, July 2012) -
Discretionary Income Trends: An Overview
A new study finds that the number of U.S. households with discretionary income rose over a five year period. Can the same be said for the proportion of households with discretionary income? (Executive Action Report, January 2005) -
Diversity and Inclusion: Global Challenges and Opportunities
This report, which is based on a joint meeting of The Conference Board Diversity and Inclusion Councils, offers insights into both the external and internal hurdles companies face when they try to implement a global diversity program. (Council Perspectives, January 2010) -
Diversity and Profitability: Making the Connections
As demographic changes in Europe and government regulations pressure companies to increase workforce diversity, companies are finding that a diverse workforce can increase productivity and profitability.
(Executive Action Report, January 2006) -
Do Your Customers Trust You?
Q&A with Don Peppers and Martha Rogers, authors of "Extreme Trust: Honesty as a Competitive Advantage." (The Conference Board Review, July 2012) -
Does Your Board Have an Effective Management System of Its Own?
Reviews the key areas directors should focus on to ensure they meet their increasingly stringent fiduciary liability. (Executive Action Report, February 2002) -
Does Your Company Encourage Good Followership?
It may no longer be an insult to be called a great follower. What can organizations do to foster the right attitudes and skills? (Executive Action Report, November 2010) -
Don't Underestimate China: Why Chinese Businesses Can Grow Into Serious International Competitors
Businesses that follow conventional wisdom and assume that Chinese-owned enterprises will be weak competitors on the international business stage may be unpleasantly surprised. (Executive Action Report, May 2002) -
Driving Real Value with CSR
Spending on corporate social responsibility (CSR) doesn't automatically create economic value. Executives who understand when and how to deploy responsible practices, however, can use CSR to improve their bottom line.
(Director Notes, September 2013) -
Driving Toward ''0''
This study is a benchmark on corporate safety culture and a rating of the policies and best practices that affect corporate safety performance. (Executive Summary, November 2003)
E-mail Management and Distribution Tools—A Primer
Overcoming the challenges of customer email, such as 24-hour access, meeting expectations for timely responses, and archival and access capabilities, can become costly without the appropriate strategy and management tools.
(Executive Action Report, August 2003) -
Education and Corporate Philanthropy: Focus Funding for Maximum Impact
Developing a lens through which to evaluate each potential corporate philanthropy program is critical to success and maximizing impact. (Council Perspectives, August 2012) -
Effecting Change in Business Enterprises
This study on change management presents current models and methods used based on a survey, in-depth interviews, case studies, and the collective experience of The Conference Board's Three Faces of Change Working Group members. (Executive Summary, August 2005) -
Embracing the Enemy: Why companies need to encourage whistleblowers, not fear them
Why do good corporations not try harder to search for and act on information about potential wrongdoing—before someone blows a whistle in public? (The Conference Board Review, July 2011) -
Emerging Trends... Europe Shifts Burden of Waste Disposal to Product Producers
What companies can do now to prepare for the expanded financial and physical burden of disposal at the end of a product's useful life? (Executive Action Report, February 2003) -
Emphasis on Developing Leaders: Despite Hard Times Companies View Leadership Development as a Priority
Even during corporate belt-tightening leadership development is a necessity, not a luxury. (Executive Action Report, September 2002) -
Employee Engagement in a VUCA World: A Review of Current Research and Its Implications
This report combines analysis of some of the most important employee engagement research of today and puts it into perspective for members. (Research Report, July 2011) -
Employee Engagement: What Works Now?
Even when organizations commit to achieving a high level of employee engagement, the goal can be elusive. This report examines current engagement practices to discover how companies find success.
(Research Report, December 2012) -
Employers and U.S. Public Education – Facilitating an Open Discussion about the Role of Business in U.S. Public Schools
A guide to be used by employers to discuss with employees why they invest in education and how employees can engage in those programs as well as become better consumers of education.
Program Inventory (Council Perspectives, February 2011) -
Energy Management Goes Strategic—An Operations-Only Issue No More
New developments in energy pricing, supply, environmental concerns, and regulation are causing companies to shift their energy-related decision making from an operational focus to a more strategic one.
(Executive Action Report, February 2005) -
Engaging Business Leaders in Strategic Workforce Planning: A Guide to Effective Conversations
This guide includes basic questions to drive the initial conversation between the strategic workforce planning (SWP) leader and business leaders. (Executive Action Report, July 2011) -
Entrepreneurial Flame: How to Keep it Burning Brightly in Your Company
Maintaining the enthusiasm and motivation of your most creative, entrepreneurial-minded employees is difficult even in the best of times. Learn how some successful companies manage to always keep the entrepreneurial spirit flourishing. (Executive Action Report, December 2003) -
Environmental, Health, Safety, and Sustainability Governance: What a Difference a Few Years Can Make
The Chief Environment, Health, and Safety Officers' Council survey results and analysis underscore a corporate shift of attention to sustainability as a source of business value. (Council Perspectives, September 2011) -
Escaping the Sovereign-Debt Crisis: Productivity-Driven Growth and Moderate Spending May Offer a Way Out
Sovereign debt and fiscal deficits are strangling many advanced economies. Policy choices are complex, but there is an escape strategy that does not require draconian budget cuts or risky debt-financed stimulus spending. (Executive Action Report, December 2010) -
Ethics & the Board: Integrating Integrity into Business Strategy
This report provides a 360-degree, high-level overview of "touch points" between issues of business integrity and the role of the governing body of a business. (Council Perspectives, December 2009) -
Ethics Programs ... The Role of the Board: A Global Study
This report addresses the proper role for company boards in the design, implementation, and monitoring for effectiveness of company ethics programs. (Executive Summary, February 2004) -
Ethics Programs and Practices: A 20-Year Retrospective
Corporate ethics codes have become more precise in the past 20 years, and the involvement of boards of directors — a sign of company commitment— has risen dramatically.
(Executive Action Report, September 2006) -
Ethics Programs: The Role of the Board
Though recent events have imparted a new urgency to Board involvement and oversight of company ethics programs, a Conference Board study finds that such Board action is neither a new or a distinctly U.S. phenomenon. (Executive Action Report, September 2003) -
Ethics and Compliance Enforcement Decisions – the Information Gap
Senior executives and corporate directors want to know whether companies have "received credit" (i.e., avoided prosecution or obtained sentence reductions) for having effective ethics and compliance programs - but such information is in short supply. (Executive Action Report, June 2009) -
Europe Vs. The United States: Which Industries are Leading the Productivity Race?
Good and bad news for Europe, technology as a growth factor, ICT vs. non-ICT sectors, and industry leaders and laggards. (Executive Action Report, June 2002) -
Europe's Progress in Promoting Work-Life and Diversity in the Workplace
Comprehensive anti-discrimination legislation now covers the European Union's 27 member states, strongly affecting companies' diversity and work-life management policies and practices.
(Executive Action Report, January 2007) -
Europe's Great Labor Market Divide
The gulf between the haves and the have nots in Europe will likely continue to put stress on the future of European unity and trigger even more intense debate about the future of the Euro Area itself. (Executive Action Report, December 2011) -
Expanded Liability in Unclaimed Property: Are States Going Too Far?
Aggressive enforcement of unclaimed property laws, along with an expanded definition of what constitutes unclaimed property, is raising the risk profile for organizations. (Council Perspectives, January 2012)
A Failure to Communicate . . .Twelve Habits of Effective Writers
With the advances in media and technology, getting your message delivered has never been easier. However, it is also easier than ever to be misunderstood or overlooked in today's deluged inboxes.
(Executive Action Report, May 2004) -
Fairness Opinions in the Sale of a Company: Context Is Key
This report discusses aspects of a chancery court decision addressing fairness opinion matters and offers guidance regarding such opinions to directors seeking to meet their fiduciary duties during a sales process. (Director Notes, November 2013) -
Faith at Work: What Does It Mean to Be a "Faith-Friendly" Company?
How companies frame their response the "faith-at-work" movement will determine if the issue becomes a legal minefield or a source of competitive advantage.
(Executive Action Report, November 2006) -
Faith at Work: What Does It Mean to Be a "Faith-Friendly" Company?
Though in its early stages, the "faith-at-work movement" is demanding serious attention from employers. How companies frame their response will determine if the issue becomes a legal minefield or a source of competitive advantage. (Council Perspectives, November 2006) -
Feeling the Pain: Wage Growth in the United States during and after the Great Recession
This report analyzes the impact of the Great Recession on wage growth in the United States from several perspectives, and describes the different effects on the earnings of various demographic groups. (Executive Action Report, April 2012) -
Financial Services Offshoring: Moving Toward Fewer Captives and Global Cost Competitiveness
Financial services companies show greater interest than other sectors in contracting with large international providers and becoming more cost competitive by moving operations to lower labor cost locations (Executive Action Report, March 2010) -
Finding Direction . . .Taking Control of the Sustainability Agenda: Broadening the Role of Business
For business to adopt an enhanced corporate responsibility strategy and expect to realize short-term business benefits in the face of long-term global needs is likely unrealistic. This report explains why it is still important to develop such a strategy. (Executive Action Report, December 2003) -
Finding a Definition of Employee Engagement
Determining a practical definition of employee engagement is a personal exercise. Companies must determine, "What is employee engagement to us?" based on drivers such as company pride and manager relationships.
(Executive Action Report, June 2007) -
First Customers
In a new market, you need to secure a foothold. World domination can come later. (The Conference Board Review, July 2011) -
Fitting the Work to the Worker: Recruiting, Engaging, and Retaining Employees with Disabilities
This year is the 20th anniversary of the Americans with Disabilities Act. What are the barriers to and benefits of hiring and retaining people with disabilities? (Executive Action Report, August 2010) -
We ask too much of middle managers; they deserve acknowledgment, respect, and relief. (The Conference Board Review, April 2012) -
Forget the Free Sodas – They Don't Motivate Anyone
The real key to employee productivity lies in passion. What five things can managers do to make employees care? (Executive Action Report, November 2004) -
Fostering Retirement and Financial Security in an Era of Individual Responsibility
Individuals must assume more responsibility for the adequate funding of their retirement years. Enlightened companies are providing their employees with tools to help. (Executive Action Report, May 2012) -
From Like to Love
According to Adrian Slywotzky, "very good" isn't good enough anymore—your product needs something extra. (The Conference Board Review, October 2011) -
From Risk Management To Risk Strategy: Mid-Markets
This survey based report presents the facts and figures on Mid Market companies increasing utilization of Risk Management Strategies. (Research Report, October 2005) -
Future ASEAN Leader: Leading Growth and Change in a Borderless World
This groundbreaking report presents insights, concerns, and opinions of participants in the ASEAN Leadership 2.0 Project on what it will take to lead business in the ASEAN region going forward. (Research Report, March 2014) -
Future of Knowledge Management
The revolution never came—but that doesn't mean that Knowledge Management is dead. In the '90s, there was a belief that knowledge was critical of business and the gateway to innovation. KM was going to make a difference. (Executive Action Report, January 2005)
Gaining Momentum in Mainstream Investing . . . or Not?
The potential for ESG integration is at a critical point. Has the importance of ESG factors in mainstream investment analysis been set? (Executive Action Report, October 2005) -
Get Connected: How Social Collaboration Can Help Companies Navigate a Complex Business Landscape
To remain competitive, companies should embrace social collaboration— employees and business partners contributing and connecting via an enterprise-wide virtual environment.
(Executive Action Report, June 2013) -
Get More Mileage From IT Investments
How to shift from a mindset of simply "installing technology" to one of "creating business payoff," so your company can maximize the value of its IT investments. (Executive Action Report, September 2003) -
Get Social: A Guide to Creating Your Company's Social Media Strategy
Most organizations realize the importance of participating in social media but do not have a formal plan on how to make the most of it. This report discusses specifics and best practices for planning a social media strategy. (Executive Action Report, October 2011) -
Getting Past Stupid: Stephen Shapiro explains why efforts to stay ahead will often leave you behind.
Crowdsourcing consultant Stephen Shapiro argues that most of the things that companies do in the name of innovation actually destroy it. (The Conference Board Review, October 2011) -
Getting Started... Building a Culture of Innovation
For businesses today, there are two roads to profitability. One is a short-term fix—reducing operating costs. The other road, the one less traveled, is a more sustainable option—creating profitable new business growth. (Executive Action Report, December 2002) -
Getting the Best of Volatility: Managing Risk and Creating Opportunity
While there is great risk in these volatile times, there is also great opportunity for those businesses that know what to do. (Executive Action Report, May 2003) -
Getting to New and Improved
The science—yes, science—of innovation. (The Conference Board Review, October 2011) -
Giving in Numbers: 2013 Edition
Fifty-nine percent of companies recommitted to their communities by giving more to charity in 2012 than they did before the recession took hold in late 2007. (Research Report, September 2013) -
Giving the Working Poor a Working Chance
How can business and the world's corporations help efforts to alleviate global poverty? And what is the rationale for getting involved? (Council Perspectives, February 2011) -
Global Climate Change: Fact or Fiction? It Doesn't Matter--The Issue is Here to Stay
This report argues that while science is unlikely to provide unequivocal answers to the debate, governments and markets are likely to act on their perception of the science--actions which will have an impact on global business. (Executive Action Report, June 2002) -
Global Supply Chain Labor Standards
This report examines the adoption of supplier codes of conduct and supply chain labor policies; a framework for implementing supply chain sustainability programs, and media coverage, proxy voting guidelines and shareholder proposals related to this topic. (Director Notes, May 2012) -
Global Talent Management: How Businesses Attract, Develop, and Retain the Best
To excel at talent management, companies must: make talent management a priority; walk the talk, have a talent identification process; be uncompromising; and coach high potential talent.
(Executive Action Report, September 2006) -
Global Trends in Board-Shareholder Engagement
Notwithstanding the potential benefits of engaging shareholders, board directors hesitate to do it—sometimes, rightly so. Real-world examples serve as guidance for those trying to develop an effective engagement program.
(Director Notes, October 2013) -
Globalization Revisited: Who Will Get the New Wave of Knowledge Process Jobs?
Offshoring is no longer the best or the only answer for management of knowledge process jobs, and many companies are investigating nearshore and onshore alternatives as the global competition for knowledge jobs intensifies.
(Executive Action Report, April 2013) -
Go Ahead: Sweat the Small Stuff
Microinequities among your fellow workers are more damaging than one might think - both to the left out employee and to the company itself. (Executive Action Report, June 2005) -
Go Where There Be Dragons
This report draws from the wisdom of 100+ executives on seven of The Conference Board Councils in Europe, the United States and Asia to define the global forces that are redefining the structure of leadership. (Council Perspectives, October 2010) -
Goals and Incentives for a New Day
With resources scarce and the future uncertain, small and midsize companies are taking advantage of the business lull in 2010 to reset their goals and incentive-reward systems. (Executive Action Report, August 2010) -
Going Green: Corporate Commitment to Citizenship and Sustainability Issues Takes on a Greater Role
North American companies have placed increased emphasis on corporate citizenship and sustainability issues over the past three years, leading to numerous changes within their organizations.
(Executive Action Report, March 2008) -
Going Non-traditional to Create a Successful Shared Services Organization
Budget squeezes and demands for even greater cost savings are forcing shared services organizations to look at non-traditional approaches to help hold the line and improve efficiency. (Council Perspectives, December 2009) -
Going Public on HR Data Privacy: Implications for Human Capital Analytics and Strategic Workforce Planning
Many HR organizations are skittish about collecting certain types of employee data, especially when they plan to integrate it across national borders.
(Executive Action Report, February 2013) -
Good Execution Isn't Just Stuff Leaders Delegate
Many CEOs rate consistent execution of their firms' strategic objectives as a major concern. This report examines five critical requirements for good execution that can help CEOs achieve the results they expect. (Executive Action Report, December 2010) -
Good Leaders, Bad Leaders: A Q&A with Bob Lutz
Longtime top auto executive Bob Lutz speaks about the effectiveness and personalities of a dozen CEOs and other leaders. (The Conference Board Review, July 2013) -
Grand Designs
IDEO CEO Tim Brown explains where ideas come from. (The Conference Board Review, October 2009) -
Gray Skies, Silver Linings: How Companies Are Forecasting, Managing, and Recruiting a Mature Workforce
Boomer retirements are a global reality. But individual businesses can't know how they will be affected by this trend unless they analyze their own workforce data.
(Key Findings, December 2007) -
Growing Globally in an Age of Disruptions — How India's Top Companies Are Meeting the Challenge
To compete effectively, Indian companies need strong and involved leadership, cross-cultural understanding and values, and a commitment to long-term, world-class corporate governance.
(Executive Action Report, July 2007) -
Growing Talent for Succession
This report is a playbook that explains how every business can lay the foundation for a growing talent (GT) plan. (Research Report, October 2010) -
Growing the New Business Leader
Many companies are good at determining today's leadership needs, but they aren't anticipating their requirements three or four years down the road, let alone for the next decades.
(Executive Action Report, September 2006) -
Growth in the Middle East Depends on Productivity
Although GDP growth in the Middle East has been strong for several years, stagnant productivity levels and the lack of a large middle class may limit the region's growth potential.
(Executive Action Report, February 2007) -
Guidelines for Engagement
Direct engagement between companies and their investors is in early stages, but is likely to become a permanent, although less formal, part of governance of US public companies.
(Research Report, March 2014)
A Hero Lies in You: CEOs Talk about Heroes and Mentors
A series of interviews related to The Conference Board CEO Challenge® 2011 makes clear what is highest on the minds of CEOs. Here, they talk about the leaders who have inspired them—and who have served as cautionary figures. (Executive Action Report, November 2011) -
A Higher Consciousness: Whole Foods co-CEO John Mackey looks to elevate business
John Mackey of Whole Foods explains his philosophy of "conscious capitalism" and corporate responsibility—and how it dovetails with his libertarian political ideology. (The Conference Board Review, January 2013) -
HIV/AIDS in the Workplace
More than four out of five companies globally have AIDS/HIV prevention and treatment programs, but their emphasis and quality vary according to funding and local and corporate culture.
(Research Report, April 2008) -
HR Challenge: Staffing Up to Expand Overseas
Branching into foreign markets is not impossible for smaller companies, if they minimize the use of American ex-pats and tap into local talent, requiring research, partnerships, and pinpointing leadership potential.
(Executive Action Report, April 2008) -
HR Outsourcing Trends
This study examines the benefits, challenges, and alternatives to HR outsourcing. (Executive Summary, October 2002) -
HR Technology Strategies: What is Driving Them Today?
This study considers the HR technology plans and strategies of some major organizations. (Executive Summary, September 2002) -
HR in Asia: Priorities in Compensation and Benefits
Global, standardized compensation and benefit programs help companies achieve consistency and convenience. But companies must strike a balance by delivering programs that are also responsive to the varying needs of their far-flung business units. (Council Perspectives, April 2011) -
HR: You're Doing It Wrong: Criminal, Past
TCB Review columnist Laurie Ruettimann observes that as many as a third of young workers have low-level criminal records—and she urges HR people to overlook those transgressions. (The Conference Board Review, April 2012) -
HR: You're Doing It Wrong: Is Your HR Leader a Glorified Administrative Assistant?
Columnist Laurie Ruettimann argues that in too many companies, HR is a compliance-driven function that attracts candidates who are too qualified to work as administrative assistants but not qualified enough to go to law school. (The Conference Board Review, July 2013) -
HR: You're Doing It Wrong: Jones vs. Anastasijevic
Columnist Laurie Ruettimann explains how people with difficult last names have a harder time getting hired and promoted. (The Conference Board Review, July 2012) -
HR: You're Doing It Wrong: Looking for Leaders
Not enough HR professionals or senior executives are challenging the status quo by asking whether there really is a skills gap and a leadership deficiency in the global workforce. (The Conference Board Review, April 2011) -
HR: You're Doing It Wrong: The Culture Myth
Columnist Laurie Ruettimann makes the case that there's no such thing as a corporate culture. (The Conference Board Review, September 2011) -
Handbook on Corporate Political Activity: Emerging Corporate Governance Issues
This handbook offers an overview of the legal rules and standard practices related to political activity, as well as a discussion of internal oversight of political spending.
(Book, November 2010) -
Happiness Premium: What Companies Should Know about Leveraging Happiness in the Workplace
A focus on employee happiness makes for a holistic approach to the idea of contentment in the workplace, and can greatly influence company performance overall.
(Executive Action Report, March 2013) -
Harnessing the Perfect Storm: Business Executives in Mid-Size Companies Are Seizing Green Opportunities
Mid-size businesses that considered taking only small affordable steps toward energy efficiency or originally balked at government regulation are now looking to become environmentally friendly.
(Executive Action Report, May 2008) -
Harnessing the Power Within: Using Your Employees to Help Deliver the Brand Promise
This report discusses how creating an internal branding model will help employees understand and connect to your core brand, then communicate that brand message to your customers. (Executive Action Report, May 2010) -
Help Is Here: Today's senior executive needs more than an assistant. He needs a chief of staff.
Increasingly, senior corporate executives understand the value in creating the position of chief of staff. (The Conference Board Review, January 2012) -
Helping Millennials Help You: Managing Your Young Workforce
By 2020, baby boomers and generation X will be far outnumbered by their millennial counterparts in the workplace, who will soon be in the same seats their managers now occupy. What are companies doing today to prepare these future leaders?
(Executive Action Report, May 2013) -
High Performers: How the Best Companies Find and Keep Them
best practices--all resting on important changes in what employees value--for finding and keeping high peforming employees. (Executive Action Report, May 2002) -
Hispanic Market in 2010
By the close of the decade, Hispanics in the US are expected to represent more than $670 billion in spending power. Marketers will wish to take advantage of this opportunity, but do they understand this population well enough to do so? (Executive Action Report, January 2005) -
Hispanics in the Workplace: Building Meaningful Diversity
As the Hispanic American population increases rapidly, diversifying the workforce so a company reflects its customers is a high priority for American business.
How CEOs Turn Themselves (and Others) into True Leaders
Interviews with six mid-market CEOs suggest that smaller companies need to be more aware of the cultural attitudes and values affecting their ability to attract, retain, and develop talented employees.
(Executive Action Report, February 2008) -
How CFOs Carve Out Time for What Counts Most
With job descriptions expanding steadily, CFOs of smaller and mid-sized companies have to make sure they focus on the tasks that most benefit the bottom line.
(Executive Action Report, April 2005) -
How Effective Information Services Can Contribute to the Bottom Line
Information Services can help the bottom line by providing the right information at the right time and in the right format.
(Executive Action Report, December 2008) -
How Effective Information Services Can Contribute to the Bottom Line
The five case studies in this report demonstrate how having the right information at the right time and in the right format can create a competitive advantage and help top executives more effectively manage the bottom line. (Council Perspectives, December 2008) -
How Much Do You Know? Too Much and Not Enough
The most important thing that companies have learned in the past twenty years is that managing knowledge requires knowing more about both knowledge and management than a lot of big firms seem to know. (The Conference Board Review, July 2011) -
How Much Does Your Company Really Invest in Innovation?
Innovation is more than R&D. It includes the full range of activities needed to implement or commercialize new ideas. But how are those activities measured for bottom-line impact?
(Executive Action Report, October 2013) -
How Prepared Are Companies for the Revised Sentencing Guidelines?
The modification of the Sentencing Guidelines in November 2004 included three newly emphasized ethical requirements. How prepared are companies to respond to these new challenges? (Executive Action Report, March 2005) -
How Public-Private Partnerships in Education Can Enhance International Business Competitiveness
Education partnerships of business, government, and nongovernmental organizations can reward companies with the best-prepared workforce possible and encourage growth in potential markets by helping raise living standards.
(Executive Action Report, January 2007) -
How Smaller Companies Earn Customer Loyalty
How do you develop customer loyalty? How do you measure it? How do you profit from it? (Executive Action Report, August 2005) -
How Teleworking Works Best: A Practical Guide for Managing Teleworkers
Successful managers of teleworkers are those who have learned to manage the work and not the workers, quantify deliverables and not hours at a desk, and communicate regularly and mindfully with all workers. (Executive Action Report, October 2013) -
How Teleworking Works Best: Organizational Shifts Ahead
As more people work from remote locations and are no longer tethered to brick and mortar facilities, flexible work arrangements like telework will simply be the way work is done. (Executive Action Report, February 2014) -
How Teleworking Works Best: The Business Case
Key to gaining corporate advantage from telework is understanding which jobs can be done remotely from the primary corporate locations and what skills and practices are required to support them.
(Executive Action Report, October 2013) -
How Well Do Corporate Directors Know Senior Management?
Companies can improve the quality of their CEO succession and internal talent development programs by fostering regular formal and informal interaction between directors and senior management.
(Director Notes, March 2014) -
How to Compete and Win In a Broken Economy
While many small and midsize firms are struggling to survive, stronger companies will find opportunities to improve their competitive position. (Executive Action Report, March 2009) -
How to Hire Top Performers
(Hint: They Already Have Jobs)
Smaller companies don't have to settle for less. Get an edge in the talent wars with shrewd targeting and robust retention strategies.
(Executive Action Report, August 2006) -
How to Make Executive Coaching Work for Your Company and Executives
With demand growing for executive coaching services, successful programs enhance the skills of key future leaders and align performance to meet the needs of business.
(Executive Action Report, February 2007) -
Huddled Masses? Why Helping Immigrants Helps Companies
A corporate philanthropy focus on immigrant integration can yield impressive returns for both business and society.
(Executive Action Report, September 2008) -
Huddled Masses? Why Helping Immigrants Helps Companies
Immigration is a hot-button issue. When it comes to corporate philanthropy, the target should be immigrant integration. The payoff to both business and society can be handsome. (Council Perspectives, September 2008) -
Human Capital Analytics: A Primer
Human capital professionals have yet to move from being reactive to proactive and predictive. We identify the best practices that lead to rapidly developing a sound human capital analytics function
(Research Report, November 2012) -
Human Capital Challenges in Asia-Pacific 2011-2013: Aligning Employee Learning and Development with Performance Management
A survey of human capital professionals in nine countries in Asia-Pacific identified learning and development and performance management as two of the most significant human capital challenges in the region. This report discusses how to address them. (Executive Action Report, March 2012) -
Human Capital Challenges in Asia-Pacific 2011-2013: Driving Employee Engagement with Communication and Work-Life Balance
Companies that survey and measure employee engagement—and communicate organizational actions and results from senior leadership—are managing employee engagement effectively. (Executive Action Report, July 2012) -
Human Capital Challenges in Asia-Pacific 2011-2013: Strong Brands and Clear Career Paths Help Companies Run the Talent Race
Strong corporate branding and clear career paths for employees help companies to hire and keep talent in Asia-Pacific. (Executive Action Report, March 2012) -
Human Capital Challenges in Asia-Pacific, 2012–2013: Leadership Development and Succession Planning for the Global Leader
A closer look at the strategies effective companies use for leadership development and succession planning. (Executive Action Report, June 2012) -
Human Capital in Asia-Pacific, 2011-2013
Rapid growth in the Asia-Pacific region means that companies there are facing challenges in leadership development, talent acquisition, and retention. (Executive Action Report, October 2011) -
Human Resources: Changing to Drive Business Strategy
Huge transformations in business are causing human resource professionals to adapt their strategies and operating procedures to become strategic partners to C-suite executives.
(Executive Action Report, April 2008) -
Human Resources—Doing More With Even Less
Describes the competing priorities HR departments are currently faced with, evidence for the resilience and excellence of HR contributions, and the outlook for HR. (Executive Action Report, March 2002)
I Can't Get No...Job Satisfaction, That Is
In the 2009 edition of an annual job satisfaction survey conducted for The Conference Board, only 45 percent of Americans said they were satisfied with their jobs (Research Report, January 2010) -
Identity Recession
Why are companies so cautious about rebranding themselves? (The Conference Board Review, January 2010) -
Ill-Prepared U.S. Workforce
This report raises several questions concerning the overall effectiveness of workforce readiness training programs. (Research Report, August 2009) -
Ill-Prepared U.S. Workforce
This report raises several questions concerning the overall effectiveness of workforce readiness training programs. (Key Findings, August 2009) -
Impact of Workforce Reductions on Layoff "Survivors"
This Executive Action features data on how layoffs were conducted, what support is being offered to employees who are leaving and who are staying, and some write-in comments on how respondents' roles and companies are changing. (Executive Action Report, November 2009) -
Improving Project Results: Operating "Below-the-Line" to Produce Real Value
Project teams and their sponsors rarely acknowledge the risk that their project's outcomes will not translate into the intended benefits to the organization. How can you keep a project on track for real results? (Executive Action Report, December 2004) -
In Sickness and in Health: Do companies care about their employees' well-being?
Employers design wellness initiatives to enhance organizational performance and lower costs. Worker well-being is a side effect. (The Conference Board Review, April 2011) -
Increasing U.S. Business Investment in Postsecondary Credentialing for New Workforce Entrants
Can businesses be persuaded to invest in tomorrow's workforce through increased postsecondary credentials? (Executive Action Report, March 2010) -
Incredible Disappearing Office: Making Telework Work
We offer guidance for executives to start conversations internally about the value of telework and recommendations on how best to implement it.
(Research Report, May 2012) -
Innovate Today, Grow Tomorrow
An economic downturn is the perfect time to explore new product ideas and invent new business models: three midsize firms show how to revitalize your entrepreneurial roots.
(Executive Action Report, October 2008) -
Innovation Accounting
by Carol Corrado and Charles Hulten
December 2012 - EPWP #12 – 04 (Economics Program Working Paper Series, December 2012) -
Innovation and Intangible Assets
Gaining the Competitive Edge in Economic Recovery
Intangible assets drive innovation and contribute much to a firm's and a country's competitive edge in the knowledge economy. It is time for a fresh look at how businesses look at these critical assets. (Executive Action Report, January 2011) -
Integrated and Integrative Talent Management: A Strategic HR Framework
"Talent management" (TM) is a phrase that is becoming more popular and prevalent in organizations. Its meaning, however, is still somewhat fuzzy.
(Executive Summary, January 2004) -
Integrating Corporate Wellness Initiatives within Human Capital Strategy
How can companies successfully work their wellness initiatives into their larger human capital strategy?
(Executive Action Report, February 2013) -
Integrating Developing Countries into the Global Supply Chain
Large and small developing countries have emerged as the new frontiers of the structural change ushered in by the rise of global production and supply networks. (Executive Action Report, August 2011) -
International Business Cultures . . . Corporate Governance: An Asian Perspective
Corporate Governance initiatives in the U.S. are causing many countries around the world to review their best practices. Hong Kong is no exception, but their business leaders believe they should be implemented with characteristics unique to the region. (Executive Action Report, March 2004) -
Introducing the Global Debt and Growth Series
This time (truly) is different: the current crisis, which has its roots in the asset bubble/housing crisis in the United States, has pervaded virtually every corner of the global economy.
(Global Debt and Growth Series, August 2013) -
Investing in the Future—the Importance of Cross-Sector Partnerships in Improving Workforce Readiness
Partnering with governmental and non-governmental stakeholders allows the business community to instill the values of accountability and responsibility into education, fostering innovation and productivity in the process.
(Executive Action Report, February 2008) -
Investments in Intellectual Property: New Footprints in Macroeconomic Data
New macroeconomic data show U.S. investment in intellectual property products totaled $812 billion, or 5 percent of GDP, in 2012.
(Executive Action Report, December 2013) -
Irresolute American
The bold face Americans put on in the marketplace is quite different than the one they have in the workplace. Are Americans working in fear? (Executive Action Report, May 2006) -
Is "Crisis Mode" The New Energy Management Norm?
In the United States, the traditional assumption about energy—abundant supplies at low cost—is being challenged by frequent "crises". (Executive Action Report, September 2003) -
Is Avian Flu the Next Y2K? Can We Afford To Think So?
Coping with a potential pandemic requires a different approach to continuity planning. Is your company preparing properly? (Executive Action Report, May 2006) -
Is ICT's Contribution to Productivity Growth Peaking?
Low U.S. productivity growth in 2006 raises the question of whether information and communication technology (ICT) has run its course or remains a dominate driver of growth.
(Executive Action Report, January 2007) -
Is It Up to Business to Solve the Toughest Problems?
Companies, argues benefits consultant Jennifer Benz, need to shoulder some of the responsibility for workers' struggles with obesity and financial insecurity. (The Conference Board Review, January 2013) -
Is the Pressure Easing? The 2010 Philanthropy Agenda
The economic downturn took its toll in the U.S. corporate philanthropy arena but the negative impact seen in 2009 may have reached its peak. (Executive Action Report, March 2010) -
Issues in Intangibles, Vol. 1, No. 1
This first release in a new series from The Conference Board focuses on intangible assets—why they matter, how they are measured, and their importance to both national economies and individual firms. (Periodical, February 2012) -
It's Not Just Your Children's Facebook Anymore
Companies that use social media to improve knowledge transfer will see employees benefit from more informed thinking, better ideas, and big steps forward in innovation. (Executive Action Report, May 2011) -
It's about Trust and Training:
Examining Your Organization's Internal Coaching Practice
This report discusses ways in which an internal coaching program can provide a cost-effective approach for developing talent, as well as the potential obstacles to success posed by issues of training and trust. (Executive Action Report, June 2011)
"Just Say No": If only fighting bribery were that simple
An expansive look at bribery today and how both companies and individual executives should handle sticky situations. (The Conference Board Review, April 2013) -
Job Satisfaction Continues to Wither
A new Conference Board survey finds less than half of workers are satisfied with their jobs—and the discontent is growing among all age groups and income levels. (Executive Action Report, September 2003) -
Job Satisfaction: 2013 Edition
Although most U.S. workers are still dissatisfied with their jobs overall, they are happier with some elements of the job than they were before the recession.
(Research Report, June 2013)
Keep It Simple: Getting Your Arms Around Enterprise Risk Management
Focusing on fundamentals is how savvy companies approach enterprise risk management (ERM) to gain competitive advantage, boost financial performance, enhance shareholder confidence, and protect business value.
(Executive Action Report, October 2005) -
Key Lessons Learned from Putting a Disaster Plan into Action
This report presents the key lessons learned from carrying out disaster plans and the seven keys to preparedness should a catastrophe strike. (Executive Action Report, December 2004)
A Leadership Prescription for the Future of Quality
This report, created by The Conference Board Quality Council, looks at the future role of quality throughout the enterprise. (Council Perspectives, May 2009) -
LGBT in the Workplace and Marketplace
The LGBT (lesbian, gay, bisexual, and transgender) population is no longer merely included in corporate strategy, but is a focus of that strategy, as companies try to attract both LGBT talent and market share. (KnowlEdge Series Summaries, July 2012) -
Labor Market Transitions: from Recession to Recovery
This report explores the factors in a recovery that drive the employment level and the unemployment rate. It offers an analysis of where the U.S. labor market stands and where it may be headed. (Executive Action Report, March 2010) -
Leadership Challenges for Indian Companies
Tomorrow's Indian business leaders must be master strategists, able to manage change as well as relationships and networks, and perhaps most importantly demonstrate the ability to develop new leaders. (Executive Action Report, October 2006) -
Leadership as Performance Art
While acting skills are sometimes useful for leaders of companies, there can be no excuse for dissembling on important cultural values. (Executive Action Report, November 2010) -
Leading Outside—and Inside—the Lines
Drawing on the work of Jon R. Katzenbach and Zia Khan, this Mid-Market Conversation Starter suggests ways in which informal networks can help address business problems. (Executive Action Report, June 2011) -
Lean Six Sigma: Improving Performance of Business Support Functions and Services
This report outlines the application of Lean Six Sigma for enhancing organizational effectiveness and making fact-based decisions that improve customer satisfaction (Executive Action Report, January 2011) -
Let Your People Go
Our thinking about employee retention is too often simplistic and narrow. (The Conference Board Review, October 2012) -
Letting Go: When and how to drop a business that isn't working anymore
When and how to drop a business that isn't working anymore. (The Conference Board Review, July 2013) -
Leveling the Playing Field: Attracting, Engaging, and Advancing People with Disabilities
An Executive Summary report and a full Research Report are available, based on the work of The Conference Board Research Working Group on Improving Employment Outcomes for People with Disabilities (Executive Summary, February 2013) -
Leveraging Corporate Security for Business Growth and Improved Performance: The Transformative Effect of 9/11
Security has become a core function, embedded in disciplines like finance, law, human resources, quality, supply chain, marketing, and operations. (Council Perspectives, September 2012) -
Link Between Brand Value and Sustainability
Across a range of industries, regions, and enterprise values, there is a correlation between a company's sustainability performance and the strength of its brand for consumers.
(Director Notes, October 2013) -
Link Not Found: Why CEOs still see technology as separate from "the business."
The paradox for chief information officers: You are intimately involved in every fact of the business, yet you are often considered separate and removed from it. An excerpt from Martha Heller's book "The CIO Paradox." (The Conference Board Review, October 2012) -
Link between Human Capital and Sustainability
A good understanding of the link between human capital and sustainability can help company directors identify how investing in the right sustainability programs can drive significant improvements in human capital. (Executive Action Report, December 2013) -
Local Content Requirements and Strategic Workforce Planning
Meeting local content requirements abroad is key to a sustainable multinational business model, and HR professionals should be part of their organization's localization efforts. Strategic workforce planning can help.
(Executive Action Report, October 2013) -
Looking before You Leap: SWP and Offshoring Location Decisions
HR executives and strategists can contribute to their company's location strategy. (KnowlEdge Series Summaries, April 2013) -
Looking for Employees in All the Right Places
The buzz may be about the Internet and job boards, but recruiters shouldn't write off that old stand-by—newspaper help-wanted print advertising.
(Executive Action Report, December 2005)
Main Skill Your HR Chief Lacks
Recruiting is exactly the kind of experience that every chief of HR needs to understand the stakes of doing HR wrong. (The Conference Board Review, January 2013) -
Making Innovation Work: From Strategy to Practice
This study examines how executives are making the business case for greater innovation, responding to cultural issues, creating support mechanisms, organizing teams, and measuring success. (Executive Summary, April 2004) -
Making It in Manufacturing: Becoming Lean to Compete Globally
Companies in higher-wage countries can remain competitive by being lean, taking time to get to know their customers, and maximizing technological advantages.
(Executive Action Report, December 2005) -
Making Over Leaders and Leadership Styles
Are the requirements of leadership changing? That is the question being asked as a new generation rises in the workplace. (Executive Action Report, August 2004) -
Making a Case for Corporate Sustainability Reporting
Key stakeholders are driving the move toward "triple bottom line" reporting, in which companies document the economic, environmental, and social dimensions of their businesses. (Executive Action Report, May 2003) -
Making the Business Case for Security
With their function traditionally seen as a cost center, security directors are being asked to present metrics to establish a business case for undertaking security expenditures.
(Executive Action Report, June 2006) -
Making the Switch: Are skills really transferable between jobs within an organization?
A successful job-rotation program needs to be constructed so the assignment is a stretch and brings value, but not so much of a stretch that you lose a good employee.
(The Conference Board Review, October 2013) -
Management Challenges in a Changed World
Based on key issues identified by members of the executive Council program. (Executive Action Report, October 2001) -
Managing Brands in a Topsy-Turvy Marketing Environment
To create excitement for a new brand, or refresh a tired brand, bring together networks of satisfied customers and user groups to share their experiences and generate word-of-mouth. (Executive Action Report, February 2011) -
Managing Contractors and Ensuring Safety in Emerging Markets
Although emerging markets beckon with new business opportunities, they also present major health and safety challenges that foreign investors need to clearly understand.
(Council Perspectives, May 2013) -
Managing Corporate Citizenship Implications of Offshoring
How can companies handle operational downsizing/offshoring while treating its departing employees with respect and maintaining its reputation in the community? (Executive Action Report, July 2005) -
Managing Corporate Security in Mid-Markets
Smaller companies find security spending more burdensome when expressed as a percentage of annual sales, and they are less likely to believe their security spending is adequate.
(Executive Action Report, September 2003) -
Managing Corporate Security: Patterns of Organization
Corporate America has been slow to adapt to the realization brought on by the attacks of September 11, 2001 that greater coordination of the security function is needed.
(Executive Action Report, July 2003) -
Managing Corporate Security: Patterns of Spending
Two years following the attacks of September 11, there has been sharp increases in security spending, mainly in insurance and risk management.
(Executive Action Report, July 2003) -
Managing Domain Names
A clear domain name policy coupled with a basic program to manage and secure domain names helps companies rationalize their digital assets, improve security, and strengthen the value of their brand on the Internet. (Executive Action Report, October 2003) -
Managing Great Expectations: Reshaping Engagement Strategies to Address Stakeholders' Citizenship and Sustainability Concerns
It is critical that a company understand the citizenship and sustainability issues relevant to its products, services, and operations, and know how stakeholders perceive its responsiveness to those issues.
(Executive Action Report, March 2008) -
Managing Supply Chain Risks
"Just-in-time" supply chain management, while providing the needed speed and visibility to operate in today's complex supply chain environment, also exposes companies to large-scale disruptions, especially in times of conflict. (Executive Action Report, April 2003) -
Managing Talent in Asia: Leadership Challenges in a Time of Transition
Regional dynamics and differences require firms to manage their organizations flexibly and adjust their approaches to talent management and leadership development to compete effectively in the Asia-Pacific marketplace.
(Executive Action Report, October 2005) -
Managing the Conversation
While branding has always been about shaping experiences, today, in the age of 24/7 communication and social media, the challenge has shifted from shaping the message to managing an active conversation. (Council Perspectives, March 2012) -
Managing the Total Workforce: Bringing Contingent Labor inside the Strategic Workforce Planning Tent
Creating a total workforce management framework gives companies a holistic understanding of how they use talent today and helps them evaluate future options.
(Research Report, April 2013) -
Marketing Monster: When executives begin to believe their own hype.
BP offers a cautionary tale about how a company can fall victim to its own deceptive empowerment marketing strategy. An excerpt from Jonah Sachs' book "Winning the Story Wars." (The Conference Board Review, October 2012) -
Marketing Without Marketing: Consumers are harder than ever to reach, but don't make it obvious that you're trying harder than ever to reach them.
Brand journalism is one way smart marketers rise above the clutter of internet advertising. As a marketer, the key is to figure out where people's interests and your competencies overlap.
(The Conference Board Review, October 2013) -
Marketing Without Marketing: Consumers are harder than ever to reach, but don't make it obvious that you're trying harder than ever to reach them.
Brand journalism is one way smart marketers rise above the clutter of internet advertising. As a marketer, the key is to figure out where people's interests and your competencies overlap.
(The Conference Board Review, October 2013) -
Marketing's New Path to Profitability
With budgets shrinking, the pressure is on marketers to demonstrate real and immediate returns on their investments. (Download Spanish version) (Executive Action Report, April 2003) -
Measuring More Than Efficiency
This survey based report provides both an overview of current HR metrics practices and a discussion of how these measures can be linked to strategic goals and initiatives. (Executive Summary, January 2005) -
Men Not at Work: Q&A with Hanna Rosin
The modern economy is better suited to women, says Hanna Rosin, and men have so far been unable or unwilling to adjust. (The Conference Board Review, October 2012) -
Mid-Market CEO Challenge
This report, based on the 2004 CEO Challenge Survey, highlights the most important issues confronting mid-market CEOs. (Research Report, March 2005) -
Mid-Market CEO Challenge
This report, based on the 2004 CEO Challenge Survey, highlights the most important issues confronting mid-market CEOs. (Executive Summary, June 2005) -
Mid-Market CEO Challenge: 2007 Edition
This survey based report provides an overview of the challenges currently faced by CEOs in the mid-market sector. (CEO Challenge®, December 2007) -
Middle Managers: Engaging and Enrolling the Biggest Roadblock to Diversity and Inclusion
Diversity practitioners, who challenge the status quo, frequently put themselves at direct odds with middle managers, who often are more concerned with preserving it.
(Executive Action Report, April 2007) -
Middle Managers: Engaging and Enrolling the Biggest Roadblock to Diversity and Inclusion
Middle management is essential to the success of any diversity initiative – playing a key role in hiring, development and promotion decisions. But they're often at direct odds with diversity practitioners, who by definition challenge the status quo. (Council Perspectives, April 2007) -
Mind the Gap: Overcoming Organisational Barriers
to Develop Inclusive Leaders
This report looks at the challenges Diversity and Inclusion (D&I),Talent Management, and Leadership Development professionals face in creating a corporate culture that embraces D&I as a core leadership trait, one that permeates functions and business unit (Council Perspectives, August 2010) -
Mismatch in the Boardroom
All too often, there's a stature gap between the CEO and other directors, and that gap can seriously hinder boards' effectiveness. (The Conference Board Review, January 2012) -
Mismeasure of Work
Where performance metrics go wrong. (The Conference Board Review, January 2011) -
Mission Accomplished? What Every Leader Should Know about Survivor Syndrome
This Executive Action report explores the concept of "survivor syndrome," how it materializes, and what to do about it. (Executive Action Report, June 2009) -
Mission Critical: Controlling Costs ... Compassionate Downsizing: Making the Business Case for Education and Training for Transitioned Employees
Few organizations consider (or have the ability to quantify) the longer-term hidden costs of downsizing to their corporate reputation, customer loyalty, and employee morale, incentive, and productivity. (Executive Action Report, July 2002) -
Mission Critical: Controlling Costs ... Marketing Costs: The Efficiencies Provided by Targeted Approaches
One danger in attempting to contain marketing costs: If a company's value proposition is compromised then cost-cutting becomes counterproductive. (Executive Action Report, July 2002) -
Mission Critical: Controlling Costs ... Overview: Cut the Costs, But Not the Trust
When it comes to costs, crash dieting does not make companies stronger in the long run—developing a "cost-conscious culture" does. (Executive Action Report, July 2002) -
Mixing Politics and Business ... Conflict Everlasting?
Just how deep an impact the current atmosphere of distrust that pervades international political relations will have on global commerce depends on from which side of the Atlantic you view events. (Executive Action Report, June 2003) -
Morality and the Bottom Line: The Growth of Anti-Corruption Programs in the Private Sector
Addresses global progress being made against corruption, the components of an effective corporate anti-corruption program, the effectiveness of ethics programs, and spreading the anti-corruption word. (Executive Action Report, April 2002) -
Moving the World - A Case Study in CSR Partnership
Moving the World, a partnership between the international company TNT and the United Nations, shows how two organizations can combine strengths to make a difference ?and increase competitiveness and reputation.
(Executive Action Report, November 2005) -
Multiculturalism in a Post-9/11, Media-charged World
The multicultural future of the United States is here, but, given the post-9/11 atmosphere of distrust and fear, businesses must work to foster the relationships that promote inclusiveness. (Council Perspectives, June 2012)
A New Era in Global Anti-Corruption: Governments Get Serious about Enforcement
The year 2010 has seen a surge in FCPA enforcement, producing a buzz among corporate executives that the old ways of doing business with "a wink and a nod" are over. (Executive Action Report, April 2010) -
A New Order: When revamping your corporate culture, the first rule is to have fewer rules
To remain competitive, companies need to make the shift from "manager knows best" to "manager provides the tools and objectives and leaves people to achieve the results." (The Conference Board Review, January 2012) -
Navigating Energy Management: A Roadmap for Business
Businesses today are more focused on "managing" energy than at any other time in recent decades. However, are business opportunities being missed because many companies are approaching energy management in an unsystematic fashion, or not at all? (Executive Action Report, September 2005) -
Navigating Politics: Rethink your company's political spending—before the next election cycle
Bruce Freed and Karl Sandstrom argue that companies should take the opportunity to closely examine whether their political spending is in line with their political and societal priorities and stances. (The Conference Board Review, January 2013) -
New Career Models That Can Support Your Diversity and Inclusion Program
Cultivating new career models and fostering gender-balanced leadership require the will to move beyond the status quo. Making high-profile "risky" appointments of women is important, and women need to be encouraged to apply. (Council Perspectives, June 2013) -
New EU Directive Means Greater Corporate Environmental Liability Exposure
Once a new controversial law is passed, companies already operating in the EU will see their environmental liability exposure increase. (Executive Action Report, February 2004) -
New Member States Will Raise Productivity Growth of Enlarged European Union—but U.S. Lead Still Strong
Structural reforms in Central and Eastern Europe will significantly boost productivity growth in the European Union. Despite this growth, the United States is significantly ahead of the newly enlarged European Union. (Executive Action Report, February 2004) -
New Role of Audit Committees
As a result of high-profile corporate scandals, audit committees must now adhere to new legislation and stock exchange rules, all while shifting to a more proactive role in oversight.
(Executive Action Report, July 2003) -
Next 90 Days
Companies are increasingly looking beyond the short-term tyranny of the quarterly earnings report. (The Conference Board Review, April 2013) -
No Company Is an Island: Building Resilient Communities
A business is only as resilient as the communities in which it operates. (Executive Action Report, June 2012) -
No More Year in Paris?
In today's corporate world, the traditional long-term international assignment is irrelevant. (The Conference Board Review, October 2011) -
North American Outlook 2002-2003
The Conference Board's economic forecasts for Canada, the United States, and Mexico in 2002-2003. (Executive Summary, May 2002) -
Nothing in Common: How to do business in a world of difference
Understanding the ways and whys of people unlike yourself is key to winning and keeping customers, managing today's workforce, and relating to the activists who have an increasingly influential voice in where and how a company does business. (The Conference Board Review, July 2012)
On The Record with Ivan Seidenberg
The CEO of Verizon Communications, Inc., New York, New York, explains the importance of developing global managerial talent and implementing cost control methods.
(Executive Action Report, July 2008) -
On the Level: Strategic Workforce Planning from Micro to Macro
Strategic workforce planning (SWP) can be deployed at an enterprise level to ensure that a company has the right people in place to execute business strategy. It can also be deployed at more micro or macro levels, depending on a company's needs. (Executive Action Report, December 2011) -
On the Record With.... Dr. Stephanie A. Burns
Dr. Stephanie A. Burns, Chairman, President and CEO Dow Corning Corporation, Midland, Michigan, discusses innovation, implementing a successful M&A strategy, and managing risk in a global economy.
(Executive Action Report, June 2006) -
On the Record With....Sir Martin Sorrell
Sir Martin Sorrell, CEO of WPP, discusses what he sees as the demographic challenges ahead and how the future of competition will be between regional Davids and global Goliaths.
(Executive Action Report, February 2004) -
On the Record With...Alain J.P. Belda
Alain J.P. Belda, Chairman and CEO, Alcoa, Inc., New York discusses offshoring, global talent management, and the need for rebalancing corporate power by ensuring director independence.
(Executive Action Report, October 2004) -
On the Record With...Julien De Wilde
An interview with Julien De Wilde, CEO, N.V. Bekaert S.A., Kortrijk (Belgium), regarding current forces in management and the marketplace and the trends expected to be faced in the future. (Executive Action Report, February 2005) -
On the Record with Barry Melancon
Barry Melancon, President and CEO of the American Institute of Certified Public Accountants, discusses some of the successful initiatives that the AICPA has taken to build a strong pipeline for the accounting profession. (Executive Action Report, June 2009) -
On the Record with Dr. Loren Skeist
The president of Spellman Electronics shares his views on The Conference Board CEO Challenge® of 2013 including the challenges CEOs ranked highest: innovation, operational excellence, and government regulation.
(Executive Action Report, April 2013) -
On the Record with George W. Buckley
The chairman, president, and CEO of 3M Company discusses how private equity firms and public companies are swapping roles and the increasing importance of close-to-market manufacturing.
(Executive Action Report, July 2008) -
On the Record with J. Doug Pruitt
The CEO of Sundt Construction, Tempe, Arizona, explains the importance of managing change, fostering innovation, and the need for diversity and multi-generational knowledge sharing.
(Executive Action Report, July 2008) -
On the Record with Nick Konidaris
This is a follow-up interview with one of the CEOs of a mid-market firm who participated in The Conference Board CEO Challenge 2012: Nick Konidaris, President and CEO of Electro Scientific Industries (ESI). (Executive Action Report, November 2012) -
On the Record with Stephanie Hickman Boyse
Following The Conference Board CEO Challenge survey, a number of CEOs volunteered to go "on the record" with The Conference Board to share their thoughts and challenges in more depth. This is a Q&A with the CEO of Michigan-based Brazeway. (Executive Action Report, August 2011) -
On the Record with Thomas J. Sullivan
This is a follow-up interview with one of the CEOs of a mid-market firm who participated in The Conference Board CEO Challenge 2012: Thomas Sullivan, President and CEO of Symmetry Medical, Inc. (Executive Action Report, December 2012) -
Openers: Metrics and Micromanagement
Empathy—really understanding life on the front lines—may be the only way to change a culture of micromanagement. Executives who understand the real impact of constant assessment might think twice before adding to everyone else's to-do list. (The Conference Board Review, July 2012) -
Opening up to Open Innovation
This new Conversation Starter by Howard Muson continues a series of discussions that we have commissioned about the nature of innovation in small- and mid-market firms (Executive Action Report, August 2010) -
Our Brands, Ourselves: The power of attachment
As both marketers and consumers attach more meaning to brands, it's important to understand their context in society and business. (The Conference Board Review, July 2012)
A Perfect Match? How Nonprofits Are Tapping into the Boomer Talent Pool
This report explores the growing trend of nonprofits to recruit boomers and the things both sides need to do to make this very promising relationship work. (Research Report, August 2009) -
A Perfect Match? How Nonprofits Are Tapping into the Boomer Talent Pool
This report explores the growing trend of nonprofits to recruit boomers and the things both sides need to do to make this very promising relationship work. (Key Findings, August 2009) -
A Perfect Storm: Europe's Looming Pension Crisis
Europe's pension crisis stems from three trends: benefits that are no longer supported by employee contributions, the recent recession, and Europe's aging population. (Executive Action Report, January 2012) -
Part-Time Executive
Many top executives, particularly in Europe, are working less and accomplishing more. (The Conference Board Review, January 2013) -
Pay Problem: It's not that we pay CEOs too much—it's that we pay everyone else too little.
High CEO pay still gets all the attention, but it's no longer a problem that demands immediate fixing. What companies need to address is how they compensate everyone else. (The Conference Board Review, January 2013) -
Performance Management 3.0
Many organizations are dissatisfied with traditional performance reviews. The ideal performance management (PM) approach—PM 3.0—recognizes the need for more integration of the process into the overall business strategy.
(Research Report, June 2013) -
Performance Mismanagement
To get results, organizations should consider not measuring people by them. (The Conference Board Review, July 2013) -
Philanthropy at Mid-Market Firms: It Pays to Be Creative
A creative approach to philanthropy can help those in need as well as the bottom-line by improving corporate image and improving employee morale.
(Executive Action Report, September 2006) -
Potential Economic Impact of the 2009 A(H1N1) Influenza (Swine Flu) Pandemic
While it's too early to determine the ultimate scope of the A(H1N1) influenza pandemic, a comparison to the 2003 SARS outbreak shows the economic impact may be short-lived and will not significantly alter long-term trends in global macro economic activity (Executive Action Report, May 2009) -
Preparing for the Worst: A Guide to Business Continuity Planning for Mid-Markets
Why are smaller companies creating disaster survival plans? Because regulators, investors, and customers are demanding they do so.
(Executive Action Report, February 2006) -
Priorities vs. Time: How to regain control of your schedule—and your flow of information
No strategy will add hours to the workweek or the ability to work 24/7, and you can't just offload half your key decisions to someone else. But the chances of success improve greatly with some rethinking of use of time and priorities. (The Conference Board Review, January 2012) -
Prioritizing Your Corporate University's Development
An effective corporate university program can provide a competitive advantage. (Executive Action Report, February 2012) -
Problem With Giving Back
The implication of "giving back to society" is that it's fine to take whatever you want, for as long as you want, provided that at some stage you get around to handing a bit of it back. How about not taking so much in the first place? (The Conference Board Review, April 2010) -
Projecting Economic Growth with Growth Accounting Techniques: The Conference Board Global Economic Outlook 2012 Sources and Methods
by Vivian Chen, Ben Cheng, Gad Levanon, and Bart van Ark
November 2011 - EPWP #11 – 07 (Economics Program Working Paper Series, November 2011) -
Promoted to Fail? How Executive Coaching Can Improve Performance in Newly Promoted Executives
Executive coaching can facilitate a manager's transition into a position with corporate-wide responsibilities, provided the coaching gives the manager awareness of the position's complexity and the skills to address them.
(Executive Action Report, September 2008) -
Proxy Voting Analytics (2009–2013)
Proposals submitted by shareholders increased for the second year in a row, while management was less successful at excluding investor demands from the voting ballot.
(Executive Summary, November 2013) -
Proxy Voting Analytics (2009–2013)
Proposals submitted by shareholders increased for the second year in a row, while management was less successful at excluding investor demands from the voting ballot. (Research Report, October 2013) -
Proxy Voting Fact Sheet (July 2012)
This edition contains a snapshot of the most relevant proxy season data for Russell 3000 companies that held annual general meetings (AGMs) between January 1 and June 30, 2012.
(Proxy Voting Fact Sheet, July 2012) -
Proxy Voting Fact Sheet (July 2013)
Both the volume of shareholder proposals submitted and the rate of withdrawals increased among Russell 3000 and S&P 500 companies that held meetings during the first half of 2013.
(Proxy Voting Fact Sheet, July 2013) -
Proxy Voting Fact Sheet (March 2013)
At the start of the 2013 proxy season, proposals to declassify the board were the most frequently voted proposal topic and had the highest level of shareholder support.
(Proxy Voting Fact Sheet, March 2013) -
Proxy Voting Fact Sheet (May 2013)
Management was successful in omitting nearly one-quarter of shareholder proposals submitted at companies that held meetings during the January—April period. Nearly two-thirds of filed proposals went to a vote.
(Proxy Voting Fact Sheet, May 2013) -
Public Trust in Financial Markets Makes Modest Comeback
Despite a slew of recent corporate scandals, a survey reveals that consumer trust of corporate managers, markets, and earnings reports steadily increased from September 2002 through May of 2003.
(Executive Action Report, July 2003) -
Putting Women on Equal Footing
For women, the road to gender parity in the corporate world is potholed with "microinequities," such as being interrupted or ignored, having ideas credited to male colleagues, being excluded from activities, and having to deal with jokes that target women (Executive Action Report, April 2003)
A Rebuilding Year: In a slow-growth 2013, companies need to prepare for a new future.
In TCB Review's annual Q&A with chief economist Bart van Ark, he elaborates on his generally downbeat 2013 global economic forecast. (The Conference Board Review, January 2013) -
Re-sizing the American Corporation
Perhaps Enron—which by now has plenty of blue-chip companions (with possibly many more to come)—is just a symptom of a deeper movement under the sea. (Executive Action Report, November 2002) -
Reaching Out: Devising Individual Shareholder Programs
This report investigates how individual shareholders contribute to the development of a corporation, and how corporations can best attract and retain their retail shareholders. (Executive Summary, March 2003) -
Reaching the Goal Line On Good Governance
Complying with Sarbanes-Oxley has been a difficult undertaking for small and medium sized companies. It has been a painful learning experience with more lessons to be learned. (Executive Action Report, February 2005) -
Ready or Not: Companies and the Sustainability Tipping Point
The challenge for companies is how to make sustainability-centric approaches deliver not only on the financial bottom line but also on a broader platform of ecological and social accountabilities and goals that make up the sustainability blend. (Executive Action Report, February 2010) -
Ready to Innovate: Are Educators and Executives Aligned on the Creative Readiness of the U.S. Workforce?
Although educators and employers agree that creativity is critical for success in the workplace, and arts training helps develop it, few of them make a serious commitment to such training.
(Research Report, October 2008) -
Ready to Innovate: Are Educators and Executives Aligned on the Creative Readiness of the U.S. Workforce?
This report provides the results of surveyed public school superintendents and American business executives (employers) asked to identify and compare their views surrounding creativity. (Key Findings, March 2008) -
Rebuilding Lower Manhattan: The Need for Cross-Sector Collaboration
Rebuilding Lower Manhattan will pose unprecedented challenges to the private, government, and nonprofit sectors, and many small businesses near the disaster zone are facing severe financial problems.
(Executive Action Report, December 2001) -
Rebuilding Trust in Business . . .Corporate Social Responsibility in the 21st Century
The business of doing business affects the larger society. If all commercial decisions had an indisputable social benefit, choices would be easy, but sometimes trade-offs have to be made.
(Executive Action Report, January 2004) -
Recession Aftermath: What the Delayed Retirement of Mature Workers Means for Business
Fallout from the recession of 2008-2009 has accelerated the trend toward delayed retirement in the United States, making it critical for organizations to manage their maturing workforces actively. (Executive Action Report, March 2012) -
Recession Lessons for Mid-Market CFOs: Successfully Obtaining Loans in the New World of Credit
Even though signs of an economic recovery are emerging, recession challenges and a shutdown of easy credit have changed the lending world for CFOs of small- and mid-sized firms (Executive Action Report, September 2009) -
Recommendations of the Task Force on Corporate/Investor Engagement
The task force examined the facts, the issues, and the policy implications of the current state of US corporate governance and here offers their recommendations.
(Research Report, March 2014) -
Redesigning HR for Mid-Sized Firms
Human Resources departments - of both large and mid-sized firms - choosing to outsource routine administrative tasks, are going through the same transitional pangs. (Executive Action Report, April 2004) -
Reengaging Lost Customers
What can be done to win back customers that have proven loyal in the past and who may account for a significant portion of profits? A Mid-market Conversation Starter. (Executive Action Report, February 2010) -
Reframing the Issue: New Ways to Think about Cyber Risk and Security
Cyber risk is just one of many operational risks, and, from a business viewpoint, mitigation of cyber risk should focus on fundamental risk management, corporate resilience, and managing human behavior.
(Council Perspectives, December 2013) -
Regional Headquarters: Roles and Organization
This report examines a number of issues that are central to the existence and management of a regional organization and its headquarters in North America, Europe, and Asia-Pacific. (Executive Summary, May 2003) -
Relieving Pressures to Eliminate Jobs
Smaller companies are finding ways to "redeploy" employees rather than lay them off. Three models for surviving recessions without losing your investment in human capital. (Executive Action Report, July 2009) -
Responding to Hurricanes: Lessons for Emergency Preparedness
This Executive Action includes issues and checklists for companies who are preparing their own response plans. (Executive Action Report, February 2011) -
Restoring Quality
Subir Chowdhury implores America to change its mindset. (The Conference Board Review, May 2009) -
Revisiting Japan a Year after the Earthquake: A Slower than Expected Recovery
One year after the March 2011 earthquake and tsunami in Japan, the country is still suffering the economic aftershocks. (Executive Action Report, March 2012) -
Reward Trumps Risk: How Business Perspectives on Corporate Citizenship and Sustainability Are Changing
Companies see more reward than risk in corporate citizenship and sustainability issues, but struggle to capitalize on their programs in the marketplace.
(Executive Action Report, November 2006) -
Riding the Reform Innovation Wave: Implications for Health Care Organizations and Their CHROs
Chief human resources officers of health care companies are innovating and communicating with their employees to manage changes brought on by The Patient Protection and Affordable Care Act of 2010.
(Executive Action Report, March 2013) -
Right-Sizing Your Board of Directors—A Mid-Market Challenge
(Executive Action Report, January 2011) -
Risk and Opportunity in the Gathering Climate Change Storm
In the absence of organized global response to climate change, business must prepare to minimize risks—and know they can realize competitive advantage by doing so.
(Executive Action Report, February 2007) -
Risk and Security in Corporate Supply Chain Networks: Moving From Operational to Strategic Concern
Supply chain risk management is a critical strategic activity that should take center stage in the decision making of any corporation (Executive Action Report, June 2010) -
Role of Competitive Intelligence in Driving Growth
As companies emerge from a recession mentality they need to start priming for a return to growth (Council Perspectives, April 2010)
A Strategic Approach to Growing Talent for Succession
This report describes the fundamentals of a successful GTFS (growing talent for succession) culture, and the basic questions companies must ask as they initiate a GTFS plan. (Executive Action Report, November 2010) -
A Strategic Approach to Security: Compliance, Certification, and Competitive Advantage
While regulatory initiatives have transformed corporate security programs, companies can add value by integrating security into a comprehensive risk management framework.
Scenario Planning: Opportunities for Mid-Market Firms
Forecasting works well in the short term, but it assumes today's trends will be tomorrow's. In the medium term, scenario planning helps companies prepare for the uncertainties of the future. (Executive Action Report, September 2013) -
Security Practices ... Security in Mid-Market Companies: The View From the Top
Is corporate security an expense that should be minimized or an investment that increases business value? (Executive Action Report, July 2004) -
Security Today: The New Global Context
The most difficult aspect of the global security challenge is in understanding how to bring prosperity to poor countries. Government and international programs need to rethink their approaches to the incentive and market structures that drive prosperity. (Executive Action Report, January 2003) -
Security and Privacy in Cloud Computing
The European Regulatory Approach
Analysts estimate that by 2012 the size of the enterprise cloud computing business may reach $80 billion—about 10 percent of the global information technology service and enterprise software market. Despite the benefits expected from this innovation, comp (Executive Action Report, October 2010) -
Security in Mid-Market Companies: Tackling the Challenge
Will the most important incentive for smaller companies to upgrade their security operations come from standards imposed by major corporations rather than those imposed by the government? (Executive Action Report, November 2004) -
Separation of Ownership from Ownership: Concerns Arising from Institutional Investors as Intermediaries
This report discusses the "separation of ownership from ownership" arising from the growth of institutional investors and the resulting concerns about the role of financial intermediaries in the corporate governance process.
(Director Notes, November 2013) -
Setting Strategy for Pensions in the U.S. — Tough Choices and No Easy Answers
This report, based on discussions at The Conference Board Retirement Roundtable "Sharing Responsibility for Assuring Long-Term Retirement Security" looks at the factors influencing benefit decisions, examines the challenge of making individual responsibil (Executive Action Report, July 2010) -
Shale Gas Boom and Other Uncertainties in U.S. Energy Markets
Energy supply/demand dynamics have become more complex, markets are more volatile, and key points of energy policy are still undetermined. Companies should use scenario plans under these conditions.
(KnowlEdge Series Summaries, December 2013) -
Sharing Safety and Regulatory Information along the Value Chain
The challenge facing many companies is that while on the surface their supply chain may appear clear, the opposite is often true when it comes to safety and regulatory information. (Council Perspectives, October 2013) -
Shift in U.S. Policy on Climate Change Opens a New Era for Business
It's no longer business as usual when it comes to climate change. A significant change of direction for U.S. regulatory policy on the issue will eventually affect all of business. (Executive Action Report, May 2009) -
Shifting the Focus: Updating Your Work-Life Approach to Integrate Employee Engagement and Talent Management
To recruit and retain a new generation joining the workforce, companies need to understand that work-life balance has moved beyond flextime, and adjust their work-life programs accordingly.
(Executive Action Report, May 2008) -
Shifts in the Supply Chain Equation Provide Opportunities for Mid-Market Companies—and Concerns
Constantly shifting production and transportation costs mean it's back to the drawing board for many companies.
(Executive Action Report, April 2013) -
Since the Levees Broke: A Snapshot of New Orleans
Hurricane Katrina devastated New Orleans in 2005, and in the years since, corporate contributions have tackled much more than rebuilding—they have also fostered innovation in the underlying issues of health care, education, poverty, and the environment. (Council Perspectives, August 2011) -
Sleepless in Delhi: What Keeps Indian HR Executives Awake at Night?
India presents unique business challenges, challenges that a number of human resource executives in India were happy to discuss with The Conference Board. (Executive Action Report, June 2011) -
Smart Sourcing: A Boost to Sourcing Value Creation
Applying well-known financial analysis tools to sourcing planning and decision-making allows managers to base outsourcing decisions on fact, not fiction.
(Executive Action Report, June 2008) -
Social Issues in the 2013 Proxy Season
More than half of the shareholder proposals on social issues submitted at Russell 3000 companies that held meetings during the first half of 2013 went to a vote. (Director Notes, September 2013) -
Social Media and Word-of-Mouth Marketing
What will the operating landscape - the new normal - look like post-recession? It will be a tougher place to manage a corporate brand. Companies simply won't be able to do things the way they always have. But that may not be such a bad thing. (Council Perspectives, March 2010) -
Social Media for Human Resources Conference KeyNotes Report
As companies look to increase productivity of human capital, HR's responsibility for innovation, talent development, and engagement has risen. Firms are using social media to excel in these areas. (Conference KeyNotes, November 2013) -
Social Networking: How Companies Are Using Web 2.0 to Communicate with Employees
Companies are revamping their intranets to mirror the function and applications of social networking and they are seeing benefits such as keeping work-related ideas inside company firewalls and increased employee engagement (Executive Action Report, November 2009) -
Soft Law and Ethics Programs: The Expanding Role for Company Attorneys
Twenty-first-century corporate lawyers face new challenges in the proliferation of global business codes of conduct and company ethics and compliance programs.
Solving the Customer's Price Issues.
This Mid-Market Conversation Starter gives you a couple of new perspectives from which to think about solving customer price issues. (Executive Action Report, February 2010) -
Sound Fundamentals, Troubling Trends: U.S. Consumers Can't Carry the Global Economy Indefinitely
Markets seem to view a U.S. slowdown as bad for America and good for everyone else; in actuality, nothing could be further from the truth. (Executive Action Report, January 2005) -
Sourcing at Home: Is the United States a Viable Component of a Global Services Portfolio?
The United States makes a good "and/also" sourcing destination and component of a delivery services framework, but policy roadblocks still preclude it from being a viable alternative to offshoring.
(Council Perspectives, October 2013) -
Speaking with Authority—the Case for Teaching English Language Proficiency on the Job
With more foreign-born workers in the U.S. labor force, the need for on-the-job language training is greater ¾there is evidence it pays dividends in terms of employee engagement and productivity.
(Executive Action Report, May 2008) -
State of Human Capital 2012: False Summit
Responding in part to human capital executives' stated frustrations, this report examines four opportunities for HC executives to better manage the global talent pool in an unpredictable business environment.
(Research Report, October 2012) -
Step Up to Solutions-Selling
Some small and midsize companies are getting organized to sell solutions, not just products. Why aren't all the others? (Executive Action Report, October 2007) -
Still Squeezed: Austerity and inequality hold back the global economy
Bart van Ark, chief economist of The Conference Board, offers an analysis and forecast of the global economy for 2012. (The Conference Board Review, January 2012) -
Stop Texting Under the Table! A Q&A with etiquette expert Barbara Pachter
In a Q&A, etiquette expert Barbara Pachter explains where the rules in and out of the workplace have changed—in particular, with electronic devices—and where classic advice remains valid.
(The Conference Board Review, October 2013) -
Stopping the Profit Drain from Higher Energy Costs
Mid-sized and smaller industrial firms wishing to reduce costs have to make energy
efficiency a priority and develop coherent structures for managing it. -
Global Economic Outlook 2013: Is the global economic speed limit slowing down?
From The Conference Board Chief Economist. (StraightTalk®, November 2012) -
Special Issue for All Members: Global Economic Outlook 2012
From The Conference Board Chief Economist. (StraightTalk®, November 2011) -
StraightTalk® Special Issue for All Members:
Global Economic Outlook 2014
From The Conference Board Chief Economist Bart van Ark comes in-depth analysis of the global economy and resulting projections for 2014, 2014-2019, and 2019-2025.
(StraightTalk®, November 2013) -
StraightTalk® Special Issue for All Members: Global Economic Outlook 2013
From The Conference Board Chief Economist: Is the global economic speed limit slowing down? (StraightTalk®, November 2012) -
Strategic Energy Management - The State of the Debate
This report is based on a survey of senior executives to determine how businesses currently view and manage energy. (Executive Summary, March 2004) -
Strategic Planning for the Time-challenged
For many smaller and mid-sized companies, whose management resources tend to be stretched thin, a simplified approach to planning works best. (Executive Action Report, May 2004) -
Strategic Talent Management: Where We Need to Go
Systems thinking, a talent for data analysis, and change management skills are two of the critical competencies that talent management leaders need to contribute to and enhance business outcomes.
(Research Report, September 2013) -
Strategic Workforce Planning Leader's Bookshelf
This report briefly describes more than 40 books and articles, and includes brief summaries and information on the topics covered including their level of complexity. (Research Report, November 2011) -
Strategic Workforce Planning Quarterly (Vol 1 Q2, 2009)
The Strategic Workforce Planning Quarterly (SWPQ) is a quarterly review of recent literature related to Strategic Workforce Planning. The articles come from magazines, reports, blogs and other sources. The reviews summarize the main points of each article (Strategic Workforce Planning in Review, May 2009) -
Strategic Workforce Planning Quarterly (Vol 1 Q3-4, 2009)
The Strategic Workforce Planning Quarterly (SWPQ) is a quarterly review of recent literature related to Strategic Workforce Planning. The articles come from magazines, reports, blogs and other sources. The reviews summarize the main points of each article (Strategic Workforce Planning in Review, June 2009) -
Strategic Workforce Planning Quarterly (Vol 2 Q1, 2010)
This publication explores hot topics within strategic workforce planning research. This issue includes articles on: business intelligence, workforce analytics, game theory, contingent workforce management, and human capital risk.
(Strategic Workforce Planning in Review, January 2010) -
Strategic Workforce Planning Quarterly (Vol 2 Q2, 2010)
This publication explores hot topics within strategic workforce planning research. This issue includes articles on: SWP at Astra Zeneca, Westpac, and IBM; SWP integration; regional workforce planning; and analytics software.
(Strategic Workforce Planning in Review, August 2010) -
Strategic Workforce Planning Quarterly (Vol 2 Q3, 2010)
This publication explores hot topics within strategic workforce planning research. This issue includes articles on: post-recession scenario planning, contingent workforce strategy, analytical tools, getting buy-in for analytics, and dashboard design.
(Strategic Workforce Planning in Review, November 2010) -
Strategic Workforce Planning Quarterly (Vol 2 Q4, 2010)
This publication explores hot topics within strategic workforce planning research. This issue includes articles on: creating SWP plans, choosing software, human capital risk, and applying supply chain principles, among others.
(Strategic Workforce Planning in Review, February 2011) -
Strategic Workforce Planning Quarterly (Vol 3 Q1, 2011)
This publication explores hot topics within strategic workforce planning research. This issue includes articles on: global talent shortages, regional human capital risk, applying SWP in governments, and best-in-class business intelligence.
(Strategic Workforce Planning in Review, April 2011) -
Strategy Struggles in the Boardroom
Corporate strategist Donald V. Potter finds board meetings do not do justice to strategy discussions. Are separate meetings with a set agenda the answer? (Executive Action Report, November 2004) -
Strengthening Corporate Governance: A New Age of Entrepreneurship in India
As India moves to adopt globally accepted corporate governance standards, it benefits from "late mover advantage," reaping the results of years of experimentation and trial and error by others.
Strengthening the Weakest Link: Building Resilient Global Supply Chains
Although the benefits of global supply chains have been significant, they have also made companies more vulnerable to disruptions. (Executive Action Report, June 2012) -
Succession Planning....Without Tears
Rather than putting off succession planning and then rushing to hire from the outside when the time arrives, small companies would be better served by grooming leaders from within the firm. (Executive Action Report, December 2004) -
Supplier Diversity Value Proposition:
What Every Organization's Important Stakeholders Need to Know about Supplier Diversity
In order to serve the needs of a changing customer base, companies should review and, if necessary, rejuvenate their supplier diversity programs. (Council Perspectives, May 2012) -
Supplier Diversity in the 21st Century
Today the the main task of supplier diversity executives is ensuring that the organizational commitment remains intact during turbulent economic times. (Council Perspectives, December 2009) -
Supplier Diversity: Helping to Enhance the Corporate Brand
This Council Perspectives points out how supplier diversity can create a competitive advantage for an organization and encourages leaders to think beyond the function's traditional role. (Council Perspectives, April 2011) -
Supply Chain Benchmarking: Process and Methodology
Supply chain operations within an organization should be constantly reviewed to identify where improvements can be made. (Council Perspectives, June 2010) -
Sustainability Matters 2013:
How Companies Communicate and Engage on Sustainability
How are companies addressing what they have defined as their corporate sustainability responsibilities? This report provides an answer through a multifaceted examination of current sustainability practices. (Research Report, February 2013) -
Sustainability Matters 2014: How Sustainability Can Enhance Corporate Reputation
Brand recognition and reputation are among the most valuable intangible assets of any company. In turn, sustainability initiatives have the potential to significantly impact corporate brand and reputation.
(Research Report, January 2014) -
Sustainability Practices: 2012 Edition
In FY2010, companies in the telecommunications services and utilities sectors were most likely to release sustainability reports, while companies in the materials sector were least likely to offer comprehensive disclosure. (Research Report, July 2012) -
Sustainability Practices: 2013 Edition
In 2012, in terms of relative environmental footprint, the sector with the smallest footprint was the financials sector; the sectors with the largest environmental footprints were materials, utilities, and energy.
(Research Report, July 2013) -
Sustainability from the Inside Out
Leaders in the field share insights for focusing sustainability efforts with key performance indicators, building the function within an organization, and expressing the value of sustainability in business terms. (KnowlEdge Series Summaries, July 2013) -
Sustainability in the Boardroom
Despite formal assignment of responsibilities to top business leaders, many companies still lack the structural framework to enable proper director oversight of corporate sustainability. (Director Notes, June 2010) -
Sustainability in the Boardroom: A 2013 Update
According to a survey, when sustainability oversight is made a primary responsibility of senior management, it tends to fall to the CEO or another senior executive reporting to the CEO.
(Director Notes, March 2013) -
Sustaining the Talent Quest: Getting and Keeping the Best People in Volatile Times
This report uses surveys and personal interviews to look at the shifting landscape of recruitment and retention through volatile economic times and the new strategies some companies are using to cope with these changes. (Executive Summary, August 2002) -
Sweat the Small Stuff to Improve Your Business Forecasts
While waiting for the clouds to part over worldwide economies, small and midsize businesses can do much to bring greater rigor to their short-term forecasts and eliminate costly errors. (Executive Action Report, January 2012)
A Tale of 2000 Cities
A study of how the sharp contrast between successful and struggling communities is reshaping America.
(The Demand Institute, February 2014) -
Take This Job and…
U.S. workers of all ages and income brackets are growing increasingly dissatisfied with their jobs.
(Executive Action Report, February 2005) -
Taking Global Brands to Japan: A Luxury Goods Market that is as Profitable as it is Unique
This report delves into how the profound social changes in Japan - brought about by a decade long recession - have allowed global luxury brands to blossom there. (Executive Action Report, February 2004) -
Talent Management Tomorrow: Seeing Around the Corner to Meet Strategic Business Needs
This report, the work of eight councils of The Conference Board worldwide in the area of talent management, assesses the current state of the function and then "peeks around the corner" to see what challenges lie ahead. (Council Perspectives, September 2012) -
Talent Management Value Imperatives: Strategies for Execution
The prerequisite for integrated talent management is a "talent mind-set"—the belief that talent can be developed, differentiates organizational cultures, breeds competitive advantage, and is the future of the organization.
(Executive Summary, April 2005) -
Theory to Practice: Management by Imitation
Columnist Michael Raynor explains how a biography of a leader—even Steve Jobs—cannot serve as a good blueprint for one's own life. (The Conference Board Review, July 2012) -
There's Still a Fortune at the Bottom of the Pyramid: Paul Polak explains why your survival may depend on whether you pick it up
Paul Polak has spent the last three decades working to ameliorate poverty, and he's convinced that what works is not charity or government efforts but market-based development. (The Conference Board Review, October 2013) -
Think Different? Real diversity means getting past groupthink.
How is it possible that organizations have achieved outward diversity but not diversity of thought? This article explains. (The Conference Board Review, October 2012) -
Thinking Offshoring Through
For a topic that has been so widely and so hotly debated, the answers to many questions about offshoring are still somewhat hazy. Why is that? (Executive Action Report, February 2005) -
Threat, Vulnerability, and Consequence: A Framework for Managing Security
Risk management is the intellectual core of the security field. Analyzing security in terms of risk helps companies translate issues of physical protection and data integrity into relevant management concepts.
(Executive Action Report, June 2006) -
Tighten Your Supply Chain to Wring Out Costs
This report features insights and practical advice from corporate executives and supply-chain experts, and helpful suggestions for recruiting logistic specialists. (Executive Action Report, January 2009) -
Time to Step Up: Challenges and Opportunities Facing Talent Management
This report looks at the opportunities and challenges facing the future of talent management and addresses four basic concerns that go the heart of the talent management function's future. (Council Perspectives, November 2010) -
Tomorrow Is Not Yesterday
Commentary on the post-September 11th global economic environment. (Executive Action Report, October 2001) -
Top Executive Compensation in 2001
This annual report details the average 2001 compensation of the five highest-paid executives in 2,841 companies in 14 major industry sectors.
(Executive Summary, November 2002) -
Top Executive Compensation in 2002
This annual report details the average 2002 compensation of the five highest-paid executives in 2,877 companies in 14 major industry sectors. (Executive Summary, November 2003) -
Toward a Framework for Supply Chain Leadership
Supply chain leadership (SCL) has been largely a learn-as-you-go endeavor, with many companies learning the same lessons over and over again.
(Executive Action Report, December 2006) -
Trapped on the Worker Treadmill?
Why more U.S. workers than ever before are planning to delay retirement (Executive Action Report, January 2013) -
Traveling Green: Linking Executive Travel to Corporate, Community, and Environmental Values
Executive travel provides the next opportunity for organizations to demonstrate to their employees, suppliers, customers, and communities that they "walk the talk" on corporate citizenship. (Executive Action Report, April 2003) -
Treating Contingent Workers as a Strategic Resource
While the use of temporary help of all kinds has increased, many companies do not have a centralized framework to make the most cost-efficient and strategic use of this new workforce. (Executive Action Report, September 2010) -
Trouble with Directors
Neither inside nor outside directors can adequately represent shareholder interests. (The Conference Board Review, July 2011) -
Trust No One: Understanding the price of business intelligence—and counterintelligence
A former CIA agent explains that the key to business counterintelligence is to avoid ever falling victim to information thieves who may target you without your even knowing it. (The Conference Board Review, April 2013) -
Turf Wars: When rules set "my department" against "our company"
Parochialism is inevitable within an organization. Here's how to handle it. (The Conference Board Review, October 2011)
U.S. Salary Increase Budgets for 2014
U.S. salary increase budgets for 2013 will have a median increase of 3 percent, just like last year. Projections for 2014 are also 3 percent.
(Research Report, June 2013) -
U.S. Top Executive Compensation Report: 2012 Edition
Has scrutiny of CEO compensation since the financial crisis changed the way executives are paid? We examine the take of the five highest-paid execs of 2,411 companies to find out.
(Research Report, August 2012) -
U.S. Workers Are Delaying Retirement: Who and Why, and Implications for Businesses
by Gad Levanon and Ben Cheng, September 2011. - EPWP #11 – 02 (Economics Program Working Paper Series, September 2011) -
U.S. Workers Delaying Retirement:
What Businesses Can Learn from the Trends of Who, Where, and Why
U.S. workers have been working longer and retiring later since the mid-1990s, but the Great Recession has put even greater pressure on workers to stay on the job. (Executive Action Report, May 2011) -
Under Pressure: The Widening Wage Gap between China's Haves and Have-Nots
Will soaring wages and protesting workers eventually erode one of China's most prominent global economic advantages—its low labor costs? (Executive Action Report, November 2010) -
Understanding Business Cycles: The Indicators Approach to Forecasting for Agility
Anticipating economic changes can enable companies to respond with agility in a dynamic business environment. This collection offers insight into how the indicator approach demystifies shifts in the business cycle.
(Research Report, June 2013) -
Unfair Business Practices
Perks are extremely visible indicators of who gets and who doesn't—and how you distribute them can change the entire corporate culture. (The Conference Board Review, January 2012) -
Unique Challenges of Developing World-Class Business Leaders in Asia Pacific
Although leadership development is a concern for CEOs worldwide, some of the challenges are exaggerated in the Asian Pacific context. (Executive Action Report, September 2004) -
United States: A Need to Bridge the Political Divide
A political consensus must be formed to address the medium- to long-term fiscal challenges.
(Global Debt and Growth Series, August 2013) -
Up in the Air: How some companies manage to defy gravity
The authors draw on the results of a major study to identify and explain the key factors that generate long-term corporate success. (The Conference Board Review, April 2013)
A View From the Top:
The Challenge of Building A Global Workforce
In the war for talent in India and China, retention is a challenge, and the fact that these new workers are also newly empowered consumers is an opportunity.
(Executive Action Report, March 2007) -
Value at Work: The Risks and Opportunities of Human Capital Measurement and Reporting
This study focuses on why and how companies are measuring their HC, how they are creating and using HC measures; and why and how they elect or decline to report HC measures to the investment community. (Executive Summary, May 2002) -
Valuing Experience: How to Motivate and Retain Mature Workers
This report examines the perspectives of HR executives and professionals on how to meet the needs of mature workers, attack workplace stereotypes, and encourage the transfer of valuable knowledge and skills. (Executive Summary, April 2003) -
Voices of Experience: Mature Workers in the Future Workforce
Pesents the results of the Board's Life Planning Survey, which explored the retirement intentions and perspectives of 1645 employees aged 50 and above. (Executive Summary, November 2002) -
Volunteering- A New Training and Transition Tool
Challenging times call for companies of all sizes to be more creative about how they do business, and how they inspire and motivate their employees. (Executive Action Report, September 2011)
"What Do You Make Here?"
In Chinese import/export, it's all about getting customers in the door. (The Conference Board Review, May 2009) -
Watch What You Say!
Business talk communicates less than you want—and more than you mean. (The Conference Board Review, January 2011) -
Water Worries: How Incorporating Long-Term Risk into Strategic Planning Pays Off
How companies manage risk, opportunity, and scarcity today will determine the long-term value they create for stakeholders and society, and the world's dwindling water resources are a pivotal case in point. (Council Perspectives, June 2012) -
Webcasting on the Corporate Intranet
Many large and medium sized companies are using webcasting to communicate with their employees, courtesy of high-bandwidth network connections. (Executive Action Report, April 2004) -
What About the Rest of Us? Beyond CEO pay
When it comes to pay, CEO pay gets the lion's share of attention. How we pay all the other corporate executives says much more about issues of compensation. (The Conference Board Review, July 2011) -
What Do We Really Know about Effective Leadership in Change Management?
Despite extensive research over the last fifty years, there is still not a clear view of what it takes to be an effective leader in an organization.
(Executive Action Report, January 2006) -
What Others Think of You Matters: Manage and Boost Your Corporate Reputation Using Social Media
Podcasts. Blogs. Virtual Worlds. Today's media landscape is evolving, stretching far beyond traditional radio, television, and print, and the days of managing your company's reputation with just a press release are history. (Executive Action Report, November 2007) -
What's Your Next Big Thing?
Beyond the search for the really cool idea. (The Conference Board Review, April 2010) -
What's the Story?
Narrative, character, drama—Peter Guber knows how to get your attention. (The Conference Board Review, April 2011) -
When Disaster Strikes: Ensuring an Intact Supply Chain
Addresses the factors in place that lessened the damage to the U.S. global supply chain post-September 11th and those areas of supply chain function that were affected by the tragedy, the anthrax mail incidents, and the war against terrorism. (Executive Action Report, November 2001) -
When Innovation Isn't: By pursuing breakthroughs less indiscriminately, we may just get more of them.
The first step to bridging the innovation gap is to cease labeling every new initiative as "innovation."
(The Conference Board Review, October 2013) -
When a Whistleblower Makes the Call
The ways in which employers show whistleblowers their lack of appreciation. (The Conference Board Review, July 2011) -
When an Employee's Freedom of Religion Crosses Paths with a Company's Interests
As religion increasingly collides with corporate policies and practices, companies are asking what is and isn't permissible behavior — for workers and for themselves. (Executive Action Report, September 2007) -
When the Supply Chain Snaps
How Cisco started to get things right after things weren't right from the start. (The Conference Board Review, August 2010) -
Where Are the Jobs?
Twenty-one months into the recovery, the U.S. economy has failed to add any jobs despite economic growth. (Executive Action Report, May 2011) -
Where Are the Women Directors?
Women are everywhere in corporate America — except on boards. Here's how to change that. (Executive Action Report, September 2007) -
Where Did Productivity Go? Can Incentives to Grow the Workforce Be Found?
From 1990-2012, Japan's gross debt/GDP increased from 68 percent to 237 percent. Today, productivity is low and falling, the workforce is shrinking, and deflation and debt-deflation risks loom large.
(Global Debt and Growth Series, October 2013) -
Where Do SWP Leaders Come From?
Conversations with strategic workforce planning (SWP) executives net insights about the skills and competencies needed to work in this field and the variety of paths that lead to careers as SWP leaders. (Executive Action Report, February 2012) -
Where Will the Jobs Go?
Technology may soon make obsolete factory workers, professors, nurses, and Teamsters. (The Conference Board Review, July 2013) -
Wherefore Art Thou, Brand?
Adjusting to marketing's new realities. (The Conference Board Review, January 2009) -
Who Leads? Who Follows?
True authority is not granted by position or by statute. Rather, authority is bestowed by those who agree to be led. Today, leadership is not about achieving position. It is about creating followership. (The Conference Board Review, July 2012) -
Who Needs Long Division?
How to adapt today's education system to tomorrow's digital workplace. An excerpt from Marc Prensky's book "Brain Gain." (The Conference Board Review, October 2012) -
Who Wants to Be a Manager?
Why we promote the wrong people and then complain when they fail. (The Conference Board Review, October 2011) -
Who's Afraid of the Cloud?
This report spells out the benefits and pitfalls for midsize businesses of migrating data and IT operations to the cloud. (Executive Action Report, May 2012) -
Who's Winning the Hunger Games? Q&A with Michael Moss
In a Q&A based on his book "Salt Sugar Fat," Michael Moss explains how Nabisco, Kraft, and General Mills got us to crave all the wrong things. (The Conference Board Review, April 2013) -
Who's in Charge Here? Bossless organizations can teach you how to be a better boss.
Bossless companies, with minimal internal management structure, have a great deal to teach managers in conventional organizations.
(The Conference Board Review, October 2013) -
Why Be Happy? Instead of attaching smiley emoticons to every moment of our lives, Oliver Burkeman suggests, we should welcome more negativity.
Q&A with social critic Oliver Burkeman about the perils of positive thinking, in and out of the workplace. (The Conference Board Review, January 2013) -
Why Bother Doing Strategy?
Despite its flaws, strategy planning is the only way to figure out what to pay attention to—and how to get better. (The Conference Board Review, July 2013) -
Why Ethical Leaders Are Different
Ethical leaders understand that top leadership support of ethics programs, open debate, and institutional sustainability are crucial to effective decision-making.
(Executive Action Report, May 2005) -
Why Organization Design Is Critical To Global Leadership Development
Effective organizational design that measures skills and enables career development is crucial for successful leadership development.
(Executive Action Report, April 2005) -
Why We Eat Sandwiches on Our Lunch Break: The evolution of the American worker's midday meal
We didn't always eat a meal at noon, and we certainly didn't always eat sandwiches—both lunch and lunchtime food were invented in the wake of the Industrial Revolution.
(The Conference Board Review, October 2013) -
Why Your Customers Don't Want to Talk to You
Many customers prefer doing business online, so why do companies insist on making them pick up the phone to complete their transaction or answer their question?
(The Conference Board Review, October 2013) -
Will You Want to Hire Your Own Kids? (Will Anybody Else?)
Workforce entrants are caught between an educational system that teaches and measures one set of skills and a rapidly evolving workplace that demands another. But who will close the gap? (Executive Action Report, August 2009) -
Will Your People Be Ready? Top executives reveal how they are addressing today's meteoric pace of change.
Two dozen top executives discuss how they're managing their people to deal with the increasing rate of change. (The Conference Board Review, January 2013) -
Will the Decline in Unit Labor Cost in Europe's Troubled Economies Help Improve Competitiveness?
Will the blood, sweat, and tears poured into reforming European economies pay off?
(Executive Action Report, January 2013) -
Women Advance Slowly But Surely in Top Management Ranks
Women have advanced in corporations both in the United States and Europe with the help of diversity programs and initiatives, but managerial mindsets can present obstacles.
Women and Leadership: Creating Opportunities for Advancement
Women can advance in the workforce only if companies are more aggressive in promoting them to leadership positions—and women take advantage of increased
(Executive Action Report, June 2007)
opportunities. -
Women in Leadership: Putting Diversity Policies into Practice
Most large companies have diversity policies in place that include targets for recruiting and advancing more women into leadership roles, but they still face the challenges of implementing the policies successfully while growing their business. (Executive Action Report, August 2004) -
Women in Leadership: The Diversity Imperative—Supporting Actions for Change
There are considerable gender gaps in employment status, pay levels, and career outlook in Europe despite roughly equal numbers of well-educated males and females. Are senior executives willing to take steps to correct the imbalance? (Executive Action Report, August 2005) -
Women of Color: Strategies for Leadership Success
While high-level women of color encounter many of the same gender stereotypes as senior white female executives, they also face unique challenges that can be overcome by networking and planning.
(Executive Action Report, June 2006) -
Women's Leadership Conference KeyNotes Report
Corporations and society continue to struggle with the issue of women's leadership, as the recent scrutiny of women's work/life choices demonstrates. How can women and companies best address this concern? (Conference KeyNotes, September 2013) -
Women's Leadership: Revitalizing Women's Initiatives
There are suggestions that women's advancement in corporate America has plateaued or even slipped in recent years. But many companies remain committed to initiatives designed to support women's careers.
(Executive Action Report, July 2008) -
Work-Life and Diversity: Local Needs and Business Relevance Drive Success
Spurred on by the new European Union-wide anti-discrimination legislation, inclusion policies and practices are being adopted by Europe-based organisations. Which approaches will succeed? (Executive Action Report, November 2004) -
Working at the Intersection of Human Resources and Business Ethics – the Need for Collaboration
To be effective, corporate ethics and compliance programs must be closely aligned with standard human resources and talent management processes.
(Executive Action Report, January 2008) -
Working at the Intersection of Human Resources, Ethics, and Compliance - The Need for Collaboration
The publication pursues cultural and organizational issues that may limit this collaboration, human resources' potential leadership role, and ways of introducing metrics into the equation. (Research Report, October 2009) -
Workspace: "She's a girl, but she has brains"
Columnist Alison Maitland argues that diversity is only as effective as the way we talk about it. (The Conference Board Review, July 2013) -
Workspace: 9 to 5 is so last century
Columnist Alison Maitland argues that today's flexible work arrangements should not be mere employee perks. (The Conference Board Review, October 2011) -
Workspace: Face-to-Face Fallacies
Columnist Alison Maitland looks critically at workplace strategies of Google and Yahoo!, calling them "retrograde attitudes from Internet giants." (The Conference Board Review, April 2013) -
Workspace: The Five Types of Trust
Columnist Alison Maitland explains how senior leaders can build credibility within and without organizations. (The Conference Board Review, July 2012) -
Workspace: Unconscious Biases
Columnist Alison Maitland asks: How do you get senior executives to address the impact of their unconscious biases? (The Conference Board Review, July 2011) -
World Summit on Sustainable Development: Why Business Should Care
Explains why businesses need to care about the World Summit on Sustainable Development and what they can expect from it. (Executive Action Report, March 2002) -
Worst Part of the Job
No one wants to fire people. That's why managers do it so badly. (The Conference Board Review, April 2011) -
Worst Thing About Best Practices
Companies should look to others' best practices only as a last resort, not as a first idea. (The Conference Board Review, July 2010)