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    Cold Call
    A podcast featuring faculty discussing cases they've written and the lessons they impart.
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    • 03 Dec 2019
    • Cold Call Podcast

    Why CalSTRS Chooses to Engage with the Gun Industry

    Should large institutional investors divest or engage if they have an issue with a company? In a recent case study, Vikram Gandhi discusses how CalSTRS, the $200 billion pension plan for California public school teachers, chose to engage with gun makers and retailers.  Open for comment; 0 Comment(s) posted.

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    Governance ComplianceRemove Governance Compliance →

    Read Articles about Governance Compliance- HBS Working Knowledge: The latest business management research and ideas from HBS faculty.
    Page 1 of 3 Results
    • 03 Jan 2018
    • What Do You Think?

    In the Wake of #MeToo, Should Corporate Boards Hire Compliance Officers?

    by James Heskett

    SUMMING UP—How can boards end sexual harassment in their organizations? James Heskett's readers propose remedies including this good first step: Put more women in leadership roles. Open for comment; Comment(s) posted.

    • 05 Jan 2016
    • Working Paper Summaries

    The Integrity of Private Third-party Compliance Monitoring

    by Michael W. Toffel & Jodi L. Short

    Michael Toffel and Jodi Short examine how conflict of interest and other risks lead to inaccurate monitoring of health, labor, and environmental standards.

    • 05 Jul 2006
    • Working Paper Summaries

    Improving Corporate Governance with the Balanced Scorecard

    by Robert S. Kaplan & Michael E. Nagel

    The authors review the key roles of corporate boards and recommend a Balanced Scorecard approach to help boards work smarter, not harder. Kaplan and Nagel recommend a three-part Balanced Scorecard program: Part 1: An Enterprise Scorecard that includes enterprise-wide strategic objectives, performance measures, targets, and initiatives; Part 2: A Board Scorecard that defines and clarifies the strategic contributions and requirements of the board, and provides a tool to manage the board's performance; Part 3: Executive Scorecards, which define strategic contributions of top management and are used to select, evaluate, and reward senior executives. Key concepts include: Reforms such as Sarbanes-Oxley have increased the amount of work that boards need to do. A Balanced Scorecard approach can help boards use their limited time effectively. An enterprise strategy map and enterprise Balanced Scorecard should be the primary documents distributed to the board in advance of meetings. Closed for comment; 0 Comment(s) posted.

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