What We Can Learn About Unity from Hostile Takeovers

Harvard Business

Power transfers can be fraught. But there is a path forward. Leadership Leadership transitions Government Mergers & acquisitions Digital Article

Preview Thursday: Benefit Corporation Law and Governance: Pursuing Profit with Purpose

Lead Change Blog

I spent almost 30 years as a lawyer in private practice, advising business leaders on Delaware corporate law issues – addressing matters like preferred stock financings, IPOs, mergers, hostile takeovers, proxy contests, corporate governance and fiduciary issues. The following excerpt is from Benefit Corporation Law and Governance: Pursuing Profit with Purpose by Rick Alexander.

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Management Styles

Strategy Driven

That’s my concern that financial-only focus without regard to other corporate dynamics bespeaks of hostile takeovers, ill-advised rollups and corporate raider activity in search of acquiring existing books of business. Organizations should coordinate management skills into its overall corporate strategy, in order to satisfy customer needs profitably, draw together the components for practical strategies and implement strategic requirements to impact the business.

A Short History of Golden Parachutes

Harvard Business

As I examined with my two co-authors, Mark Kennedy and Gerald Davis, in a 2012 research paper in the journal Organization Science, golden parachutes for top executives were created with very specific goals: to ensure shareholders wouldn’t lose out on beneficial M&A deals and to protect executives from the uncertainty of being fired in the wake of the corporate takeover wave of the 1980s. This was quickly followed by the era of hostile takeovers in the 1980s.

The Big Picture of Business – Corporate Cultures Reflect Business Progress and Growth.

Strategy Driven

That’s my concern that financial-only focus without regard to other corporate dynamics bespeaks of hostile takeovers, ill-advised rollups and corporate raider activity in search of acquiring existing books of business. Organizations should coordinate management skills into its overall corporate strategy, in order to satisfy customer needs profitably, draw together the components for practical strategies and implement strategic requirements to impact the business.

12 Reasons Crisis Leadership Trumps Crisis Management

N2Growth Blog

1) Sudden Crisis: Natural disasters, terrorist attacks, workplace violence, hostile takeovers, environmental spills, technology disruptions, etc. By Damian D. “Skipper” Pitts. Chair, Organizational Development, N2Growth. The media lives for a crisis, politicians look for ways to gain advantage in a crisis, and some businesses will even try and profit from a crisis.

Crisis 314

How Business Schools Can Help Reduce Inequality

Harvard Business Review

But starting in the late 1970s, a new vision of the corporation and the role of CEOs emerged – prodded by corporate “raiders,” hostile takeovers, junk bonds, and leveraged buyouts. No institution is more responsible for educating the CEOs of American corporations than Harvard Business School – inculcating in them a set of ideas and principles that have resulted in a pay gap between CEOs and ordinary workers that’s gone from 20-to-1 fifty years ago to almost 300-to-1 today.

What's Lost When Shareholders Rule

Harvard Business Review

which is by global standards pretty close to the textbook, would-be reformers often cite the British example (on shareholder input into executive pay, for example, or the ease of hostile takeovers) as something to strive toward. What exactly is wrong with the progressively greater control that banks, private equity investors, stock markets, and takeovers have exerted over the British corporate sector?

An Activist Investor Lands in Your Boardroom — Now What?

Harvard Business Review

Founder and primary owner of Icahn Enterprises, Icahn had been tagged a corporate raider for his hostile takeover of TWA in 1985. Activist investors, though neither barbarians at the gates nor corporate raiders, can still seem very unwelcome. Anxiety, fear, even dread are among the predictable reactions in the executive suite and boardroom when they unexpectedly appear.