South Asia Publications

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2004

  1. 2004 Corporate Contributions Report
    This report is an annual overview of corporate giving based on information supplied by the largest U.S. corporations. (Research Report, October 2004)
  2. 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. (Research Report, October 2004)
  3. 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

  1. 2005 Corporate Contributions Report
    An analysis of the giving patterns of 189 major corporations in 2004. (Research Report, December 2005)
  2. 2005 Institutional Investment Report: U.S. and International Trends
    This report covers the most relevant aspects of domestic and international institutional investment trends. (Research Report, September 2005)
  3. 2005 Top Executive Compensation Report
    An analysis of the compensation of the five highest-paid executives in 3,143 publicly traded firms in 2005 (Research Report, November 2005)
  4. 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)

2006

  1. 2006 Corporate Contributions Report

    Total U.S. and international giving from 211 of the largest companies and corporate foundations amounted to $9.78 billion, which represents 71.02 percent of estimated U.S. corporate charitable giving in 2005.

    (Research Report, January 2007)
  2. 2006 Top Executive Compensation Report
    This annual report provides an analysis of the compensation of the five highest-paid executives in 3,075 publicly traded firms in 14 major industry categories in 2005. (Research Report, October 2006)

2007

  1. 2007 Corporate Contributions Report

    Charitable giving by companies and corporate foundations grew at a relatively modest rate in FY 2006 and kept pace with corporate profits.

    (Research Report, January 2008)
  2. 2007 Institutional Investment Report

    Despite market declines between 2000 and 2002, by 2005 institutional investors had regained much of their lost ground, both in total assets and in equity ownership control in U.S. markets.

    (Research Report, February 2007)
  3. 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)
  4. 2007 Top Executive Compensation Report
    This annual report provides and analyzes compensation data for the top five executives as reported in proxy tables based on the new SEC requirements of 2006. (Research Report, April 2008)
  5. 2007 Top Executive Compensation Report - Key Findings
    This piece summarizes the Top Executive Compensation Report - an annual report which provides and analyzes compensation data for the top five executives as reported in proxy tables based on the new SEC requirements of 2006. (Key Findings, April 2008)

2008

  1. 2008 Executive Coaching Fee Survey

    The executive coaching industry remains healthy, is growing globally, and is moving toward increased standardization. It also commands top dollar.

    (Research Report, August 2008)
  2. 2008 Executive Coaching Fee Survey
    This report offers an analysis of the rates organizations pay for executive coaching services. (Council Perspectives, August 2008)

2009

  1. 2009 Directors' Compensation and Board Practices Report
    This report analyzes director compensation and board structures in U.S.-based public companies based on proxy data through May 2009 from 2,436 companies and the results of a 2009 survey of corporate secretaries by The Conference Board. (Research Report, March 2010)
  2. 2009 Institutional Investment Report
    The Institutional Investment report, which is released annually in the fall, is the most comprehensive analysis of the asset growth and portfolio composition of institutional investors operating in the United States. (Research Report, October 2009)
  3. 2009 Top Executive Compensation Report
    This report examines salary, total cash compensation, total compensation, and the mix of compensation elements for the CEO and the five highest-paid executives for specific revenue and industry groups. (Research Report, December 2009)
  4. 2009 Top Executive Compensation Report
    This report examines salary, total cash compensation, total compensation, and the mix of compensation elements for the CEO and the five highest-paid executives for specific revenue and industry groups. (Key Findings, December 2009)

2010

  1. 2010 Executive Coaching Survey
    This survey by The Conference Board Council on Executive Coaching focuses on external coaching practices as well as the growing use of internal coaching (Research Report, March 2010)
  2. 2010 Institutional Investment Report: Trends in Asset Allocation and Portfolio Composition
    The annual Institutional Investment report provides a comprehensive analysis of the asset growth and portfolio composition of institutional investors operating in the United States. (Research Report, November 2010)
  3. 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)
  4. 2010 U.S. Directors' Compensation and Board Practices Report
    The 2010 U.S. Directors’ Compensation and Board Practices Report analyzes findings from a survey of 279 corporate secretaries administered by The Conference Board in May and June 2010. (Research Report, October 2010)
  5. 2010 U.S. Top Executive Compensation Report
    This report examines salary, total cash compensation, total compensation, and the mix of compensation elements for the CEO and the five highest-paid executives for specific revenue and industry groups. (Research Report, November 2010)

2011

  1. 2011 CEO Succession Report
    This report documents and analyzes succession events of chief executive officers (CEOs) of S&P 500 companies. (Research Report, July 2011)
  2. 2011 Corporate Contributions Report
    This report is based on the 2011 edition of The Conference Board Corporate Contributions Survey, which gathered data on charitable contributions made by U.S.-based companies in FY2010. (Research Report, November 2011)
  3. 2011 Corporate Security, Business Continuity, and Crisis Management Conference KeyNotes Report

    Companies need to expect and prepare for the unexpected. Risk mitigation and crisis planning are ongoing processes should include anticipating potential threats and practicing how to deal with certain crises.

    (Conference KeyNotes, December 2011)
  4. 2011 Customer Loyalty Conference KeyNotes Report

    The keys to having loyal customers include knowing your customers personally, knowing what they want, and delivering it to them, sometimes before they even realize they want it.

    (Conference KeyNotes, March 2012)
  5. 2011 Enterprise Risk Management Conference KeyNotes Report
    Enterprise Risk Management (ERM) is evolving beyond compliance to become a more integral part of strategy. (Conference KeyNotes, February 2012)
  6. 2011 Executive Coaching Summit KeyNotes Report

    Corporations need to develop top talent that can provide global leadership. To meet these demands, organizations are using coaching to help their leaders achieve optimum performance.

    (Conference KeyNotes, December 2011)
  7. 2011 Future Leaders Conference KeyNotes Report

    For companies to remain competitive, they will need to develop young leaders early in their careers.

    (Conference KeyNotes, December 2011)
  8. 2011 Human Capital Metrics Conference KeyNotes Report
    Using statistical, predictive analysis of its human capital is key to helping it create business strategy and make investment decisions. (Conference KeyNotes, February 2012)
  9. 2011 Organization Design Conference KeyNotes Report
    The world is changing at a faster pace than ever. As a result, organizations are being forced to realign their focus and reinvent themselves with changing global landscapes, technologies, priorities, and customer needs. (Conference KeyNotes, February 2012)
  10. 2011 Senior Corporate Communications Management Conference KeyNotes Report

    Communicators have become closer strategic partners with senior management as they work together to enable the organization to respond and adapt to rapid change.

    (Conference KeyNotes, March 2012)
  11. 2011 Succession Management Conference KeyNotes Report

    Human resources leaders must make succession management a strategic priority and take the lead in the development of a corporate-wide approach.

    (Conference KeyNotes, January 2012)
  12. 2011 U.S. Director Compensation and Board Practices Report
    This report analyzes findings from a 2011 survey of 334 companies issuing equity securities registered with the U.S. SEC and provides benchmarking information on the compensation awarded to individual board members in FY2010 and on board practices. (Research Report, November 2011)
  13. 2011 U.S. Top Executive Compensation Report
    This report examines salary, total cash compensation, total compensation, and the mix of compensation elements for the CEO and the five highest-paid executives for specific revenue and industry groups. (Research Report, September 2011)

2012

  1. 2012 Change Management Conference KeyNotes Report

    Globalization has level playing fields and revolutionized power structures, and keeping up with all of the changes requires conscious effort.

    (Conference KeyNotes, August 2012)
  2. 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)
  3. 2012 Customer Experience Leadership Conference KeyNotes Report

    In an increasingly connected world, companies are in danger of overlooking the secret ingredient that makes for a good customer experience—the personal touch.

    (Conference KeyNotes, May 2012)
  4. 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)
  5. 2012 Executive Coaching Conference KeyNotes Report

    For coaching efforts to succeed, they should be tied to leadership development programs and performance reviews. This step is especially important when developing high potentials, new managers, and young leaders.

    (Conference KeyNotes, June 2012)
  6. 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)
  7. 2012 Executive Compensation Conference KeyNotes Report

    Companies can show they are taking shareholder feedback into account by reaching out to investors regardless of how they voted and changing future compensation programs based on investors feedback. 

    (Conference KeyNotes, October 2012)
  8. 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)
  9. 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)
  10. 2012 Leadership Development Conference KeyNotes Report

    The future is already here, but it is unevenly distributed. By 2021, everyone under 25 will be a digital native, and this new generation will require new practices of engagement.

    (Conference KeyNotes, July 2012)
  11. 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)
  12. 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)
  13. 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)
  14. 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)
  15. 2012 Talent Management Strategies Conference KeyNotes Report

    When the C-suite gets seriously involved in talent planning, it is a good start. It’s even better when mid-level managers are taught to implement talent management tools and processes.

    (Conference KeyNotes, March 2012)

2013

  1. 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)
  2. 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)
  3. 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)
  4. 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)
  5. 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)
  6. 2013 Talent Management Strategies Conference KeyNotes Report
    Innovating Talent Solutions to Deliver Results (Conference KeyNotes, March 2013)

27 a

  1. 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)

A

  1. Accounting for the Knowledge Economy
    by Charles Hulten, December 2008. - EPWP #08 - 13 (Economics Program Working Paper Series, December 2008)
  2. Achieving Pay for Performance
    This report discusses the three dimensions of pay for performance, demonstrates how to measure them using historical pay data, and presents a simple pay plan that achieves perfect pay for performance using annual grants of performance shares. (Director Notes, December 2012)
  3. 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)
  4. 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)
  5. 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)
  6. Achieving a Successful Annual Meeting

    Responsibility for successful annual general meetings rests with each company’s management and board. Both should ensure the meeting informs and educates stakeholders on the links between governance and business strategy.

    (Director Notes, January 2013)
  7. 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)
  8. Activism and the Move toward Annual Director Elections
    This report documents the extent to which activism pushes corporations to implement annual elections and compares the influence different forms of activism. (Director Notes, December 2011)
  9. 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)
  10. 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)
  11. 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)
  12. After Enron It's Back to Basics: 10 Questions Boards of Directors Need to Ask
    The adversarial history of corporate governance, the responsibilities required of directors, effective board processes, and red flag processes. (Executive Action Report, June 2002)
  13. 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)
  14. 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)
  15. Aggressive Energy Productivity Management Pays Big Dividends
    Many companies have recognized that energy productivity is not a “nice to do” activity, but an important part of their business operations that can yield quantifiable cost savings and less directly-measurable general productivity improvements. (Executive Action Report, December 2003)
  16. Aligning Performance Measures and Incentives in European Companies
    This report provides survey data and case studies to demonstrate that European companies are increasingly aligning executive compensation incentives to performance measures. (Research Report, August 1999)
  17. Aligning Strategic Performance Measures and Results
    This research report offers key findings that demonstrate the capability of strategic performance measurement systems to improve business results. (Research Report, October 1999)
  18. Aligning the Organization: Management and Human Resource Concerns
    This document shows the benefits of using overseas labor and shows the obstacles that must be overcome for a successful transition. (Research Report, November 2005)
  19. 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)
  20. 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)
  21. 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)
  22. Appendices to "Internationally Comparable Science, Technology and Competitiveness Indicators"
    by Robert H. McGuckin, Bart van Ark, Sean M. Dougherty and Robert Inklaar, May 2006. - EPWP #06 – 01 (Economics Program Working Paper Series, June 2006)
  23. 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)
  24. Are Poor Nations Closing the Gap in Living Standards?: Perspectives on a Global Economy

    Have globalization's benefits spread worldwide? We address GDP growth as well as alternative measures of living standards to take up the question.

    (Research Report, January 2000)
  25. 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)
  26. 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)
  27. Are You Talking to Your People or at Them?
    Learning to focus both your message and your presentation. (The Conference Board Review, March 2009)
  28. 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)
  29. 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)
  30. Asia After the Crisis—Challenges for a Return to Rapid Growth: Perspectives on a Global Economy
    What will happen when the current crisis in Asia abates? Is the long-term outlook favorable? Find out in this report. (Research Report, July 1998)
  31. Asia's New Era of Opportunity
    Many changes have been made since the 1997-98 financial crisis in Asia. Can these changes provide Asian economies with a critical source of home-grown capital? (Executive Action Report, August 2004)
  32. Assessing Offshoring Risks
    This report offers an overview of several of the critical issues associated with offshoring, ranging from what to consider during initial planning to oversight of ongoing relationships with vendors. (Research Report, January 2009)
  33. 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)
  34. Assessing the Climate for Enterprise Risk Management in India

    As Indian companies go global, enterprise risk management becomes more important to investors and a helpful tool for businesses to use as both a strategic program and a compliance mechanism.

    (Research Report, April 2008)
  35. Assessing the Risks of an Economic Downturn in Japan
    The earthquakes, tsunami, and nuclear disaster in Japan will undoubtedly have a negative effect on Japan’s economy, but there is more to the story. (Executive Action Report, April 2011)

B

  1. A Brief Overview of Corporate Governance Reforms in India

    It remains to be seen whether India’s recent voluntary corporate governance measures will become mandatory for all companies through a revision of the Companies Act.

    (Director Notes, December 2010)
  2. A Business Guide to Support Employee and Family Involvement in Education
    Your employees care about their families' educations — so you need to care. This report covers the experiences of major corporations' education initiatives. (Research Report, January 1998)
  3. Bar Is Rising on Sustainability Leadership

    In a reflection of ongoing corporate efforts to define and achieve sustainability goals, real performance on sustainability is rising. On the other hand, stakeholders’ perceptions about organizations’ performance are declining.

    (Director Notes, January 2013)
  4. 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)
  5. Benchmarking Corporate International Contributions
    What works in global contributions programs, and what doesn't. (Research Report, September 1996)
  6. 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)
  7. 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)
  8. 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)
  9. 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)
  10. Beyond Costs: Financial and Operational Risks
    This report explores a number of important factors that must be taken into account when initiating offshoring, ranging from a consideration of unexpected setup costs to how to decide on a location. (Research Report, June 2005)
  11. Beyond Knowledge Management: New Ways to Work

    This report, based on a survey and Working Group discussions, takes an empirical look at knowledge management and organizational learning efforts occurring inside large companies.

    (Research Report, March 2000)
  12. 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. (Research Report, December 2002)
  13. 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)
  14. Board Asia Newsletter

    Major news covered in this issue includes details of the launch of The Conference Board Leading Economic Index® for India and the ASEAN Leadership 2.0 project, an ongoing dialogue on leadership issues.

    (Periodical, December 2013)
  15. Board Asia Newsletter
    Quarter Four 2010 (Periodical, May 2011)
  16. Board Asia Newsletter
    Quarter One 2012 (Periodical, March 2012)
  17. Board Asia Newsletter
    Quarter One 2013 (Periodical, April 2013)
  18. Board Asia Newsletter
    Quarter Three 2010 (Periodical, December 2010)
  19. Board Asia Newsletter
    Quarter Two 2012 (Periodical, July 2012)
  20. Board Asia Newsletter
    Quarter Two-Three 2013 (Periodical, August 2013)
  21. Board Diversity and Director Qualifications
    This is the third in a series of four studies developed in collaboration with Davis Polk & Wardwell to provide guidelines and examples to member companies of The Conference Board on emerging practices following the SEC enhanced disclosure reform. (Director Notes, August 2010)
  22. Board Diversity in U.S. Corporations: Best Practices for Broadening the Profile of Corporate Boards

    Board diversity, according many senior executives should be considered in the context of improving shareholder value.

    (Research Report, January 1999)
  23. 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)
  24. Board Leadership Structure
    This Director Notes is the second in a series of four studies developed in collaboration with Davis Polk & Wardwell to provide guidelines and examples to member companies of The Conference Board on emerging practices following the SEC enhanced disclosure (Director Notes, August 2010)
  25. Board Oversight of Management’s Risk Appetite and Tolerance
    This Director Notes analyzes the handicaps created by current risk oversight and assurance approaches and tools, highlights six goals for boards in executing their risk oversight duties, and provides practical advice for directors on how to achieve them. (Director Notes, December 2012)
  26. BoardAsia Newsletter

    Major news covered in this issue includes an overview of the Future China Business Leader un-Conference and the launch of The Future India Business Leader research report.

    (Periodical, July 2014)
  27. BoardAsia Newsletter

    Major news covered in this issue includes an overview of the Strategic Workforce Planning Academy Asia Program and highlights on The Conference Board Key Business Issues initiative.

    (Periodical, October 2014)
  28. BoardAsia Newsletter

    Major news covered in this issue includes details of the launch of The Conference Board CEO Challenge Report® and an overview of the Future India Leadership Un-conference.

    (Periodical, April 2014)
  29. Boomers Are Ready for Nonprofits
    But Are Nonprofits Ready for Them?

    Growth in both the nonprofit sector and in the population of workers over 55 can mean a bonanza for both once nonprofits figure out how to recruit these mature workers.

    (Research Report, June 2007)
  30. Bouncing Back: How Companies Approach Resilience
    This report seeks to better grasp the application of resilience to business preparedness. (Research Report, April 2011)
  31. 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)
  32. Brand Evolution
    Signaling dramatic change or keeping it under wraps? (The Conference Board Review, January 2009)
  33. 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)
  34. Branding on Site: Customer Relationships in the Digital Marketplace
    Done in collaboration with a Working Group of branding / marketing executives from 12 U.S. companies, this study examines how major firms are adjusting their branding strategies to embrace the Web as a new communications channel. (Research Report, December 2001)
  35. 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.

     

    (Executive Action Report, January 2007)
  36. Bridging the Gaps: How to Transfer Knowledge in Today's Multigenerational Workplace

    Boomer retirements and the “digital divide” between generations make it more important than ever for companies to approach knowledge transfer as a real objective, not just a casual conversation.

    (Research Report, July 2008)
  37. Bridging the Leadership Gap
    Does your company develop leaders properly? Here's a look at what members of the Fortune 1000 do. (Research Report, April 1998)
  38. 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)
  39. 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)
  40. 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)
  41. Building Risk Awareness into Performance: Integrating ERM and Performance Management
    This report explores the reasons behind the lack of ERM and performance management integration through an examination of the results of a survey of 97 senior executives. (Research Report, September 2009)
  42. Building Risk Awareness into Performance: Integrating ERM and Performance Management
    This report explores the reasons behind the lack of ERM and performance management integration through an examination of the results of a survey of 97 senior executives. (Key Findings, September 2009)
  43. 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)
  44. 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)
  45. 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)
  46. 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)
  47. Building the Corporate Community Economic Development Team
    There are benefits to be harvested by investing in community development, as this study of the experience of 119 companies shows. (Research Report, July 1998)
  48. 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)
  49. 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)
  50. 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)
  51. Business Case for Nature
    The authors argue that companies should value natural resources as highly as any other. (The Conference Board Review, April 2013)
  52. 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)
  53. 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)
  54. Business Cycles in the Euro Area Defined with Coincident Economic Indicators and Predicted with Leading Economic Indicators
    by Ataman Ozyildirim, Brian Schaitkin, Victor Zarnowitz, November 2008. - EPWP #08 – 04 (Economics Program Working Paper Series, November 2008)
  55. 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)
  56. Business Value of Leadership Development
    Through analysis and executive interviews with domestic and global companies, this report sheds light on key development issues facing leadership executives. (Research Report, April 2005)
  57. Business and Sustainability in China: Company Responses to a National Priority
    What actions are companies taking in China to support the country's sustainable development imperatives? (Research Report, December 2011)

C

  1. 'Changing Gear' - Productivity, ICT and Services Industries: Europe and the United States
    by Bart van Ark, Robert Inklaar, and Robert H. McGuckin, December 2002. Click here to obtain the basic data: http://www.ggdc.net/ - EPWP #02 - 02 (Economics Program Working Paper Series, December 2002)
  2. A Closer Look at Negative Say-on-Pay Votes During the 2011 Proxy Season
    More than 2,200 Russell 3000 ® Index companies have held say-on-pay votes this annual meeting season. This report analyzes the results of votes held through June 17, 2011, across several metrics. (Director Notes, July 2011)
  3. 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)
  4. 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)
  5. CEO Challenge 2003: Top Marketplace and Management Issues
    This annual report presents the views of CEOs, Chairmen, and Founders on both current forces in the marketplace and the trends they expect to face in 2008. (CEO Challenge®, October 2003)
  6. CEO Challenge 2004: Perspectives and Analysis
    This report, based on The Conference Board's CEO Challenge 2004 Survey project, presents the findings of in-depth interviews with 11 CEOs from multinational companies, along with data and analysis of survey respondents' top priorities. (CEO Challenge®, November 2004)
  7. CEO Challenge 2004: Top Ten Challenges (Executive Summary)
    This study, based on responses by over 500 Chief Executive Officers to this year's CEO Challenge 2004 Survey, provides an overview of the "Top 10 Challenges". (Research Report, August 2004)
  8. CEO Challenge 2006: Perspectives & Analysis
    Summary and analysis of findings from this year's CEO Challenge Survey. (CEO Challenge®, June 2006)
  9. CEO Challenge 2006: Top 10 Challenges
    This study, based on responses by over 500 Chief Executive Officers to this year's CEO Challenge 2006 Survey, provides an overview of the "Top 10 Challenges". (Research Report, November 2005)
  10. CEO Challenge 2007
    Top 10 Challenges

    According to the results of the 2007 CEO Challenge Survey, execution is taking precedence over profit and top-line growth as a focus for CEOs around the world.

    (Research Report, October 2007)
  11. CEO Challenge 2008: Top 10 Challenges – Financial Crisis Edition
    This special Financial Crisis Edition highlights differences between the original CEO Survey responses and the updated responses, and compares results between the United States, Europe, and Asia. (CEO Challenge®, November 2008)
  12. CEO Challenge 2010: Top 10 Challenges

    Respondents to the latest edition of the annual survey of CEOs, presidents, and chairmen indicate that growth issues will be their top challenges for 2010.

    (CEO Challenge®, February 2010)
  13. CEO Challenge 2011: Fueling Business Growth with Innovation and Talent Development
    This year’s report is entirely new and features a fully revised and condensed set of 10 overall challenges (down from 84 in previous surveys) and a more in-depth strategy section that highlights the need for clear organizational alignment, teamwork, and s (CEO Challenge®, April 2011)
  14. 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)
  15. 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)
  16. 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)
  17. 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)
  18. 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)
  19. CEO Challenge: Top Marketplace and Management Issues
    What are the top bosses thinking? Find out in this survey, where more than 650 CEOs say what's on their minds. (Research Report, June 1999)
  20. CEO Challenge: Perspectives and Analysis — 2007 Edition
    This report offers CEO insights on a wide variety of issues, including seizing opportunities in China and India, current barriers to continuing innovation, and intellectual property issues. (Research Report, April 2008)
  21. CEO Challenge: Top Marketplace and Management Issues 2001

    When asked to rank their top marketplace challenges for 2001, chief executives chose changes in the type and level of competition, the impact of the internet, and industry consolidation.

    (Research Report, January 2001)
  22. CEO Challenge: Top Marketplace and Management Issues-2002
    Our annual survey of more than 700 global CEOs leads strongly to the conclusion that CEOs and their senior managers are most concerned with the kinds of decisions and actions that are appropriate to a time of turmoil and transparency. (Research Report, October 2002)
  23. CEO Succession Planning: Current Developments, Shareholder Activism, and Disclosure Practices
    This report examines recent governance developments in the area of CEO succession, including shareholder activism during the 2011 and 2012 proxy seasons, and current examples of corporate disclosure and policies. (Director Notes, June 2012)
  24. 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)
  25. 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)
  26. 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)
  27. CEO-Board Chair Separation: If It Ain’t Broke, Don’t Fix It

    Companies have not considered company performance when choosing to separate their leadership roles, which, given the dire consequences possible, is probably a strategic mistake.

    (Director Notes, June 2013)
  28. 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)
  29. CEOs on Citizenship
    Summarizes the results of surveys of managers, board members, and chief executives on corporate citizenship. (Executive Action Report, January 2002)
  30. CFO 2000: The CFO as Global Business Partner

    According to a survey, 75 percent of CFOs believe they should lead
    shareholder-value initiatives. CFOs also expect to spend more time with their
    CEO and business executives on strategic activities.

    (Research Report, June 1997)
  31. Can China's Growth Trajectory Be Sustained?

    China’s turbo growth rate, fueled by exports, is about to become an issue for other countries and especially for foreign businesses operating in China.

    (Research Report, December 2007)
  32. Can Continuing Changes in Pension Management Provide a Secure Retirement?
    With 77 million baby boomers headed for retirement, it's no surprise that nearly every facet of pension plan structure and financial management is being reevaluated. (Executive Action Report, January 2008)
  33. 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)
  34. 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)
  35. 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)
  36. 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)
  37. 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)
  38. 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)
  39. Case for Businesses to Invest in Post-Secondary Credentials
    by Chris Woock, February 2010 . - EPWP #10 – 01 (Economics Program Working Paper Series, February 2010)
  40. 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)
  41. 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)
  42. 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)
  43. 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)
  44. Charting a Path to Sustainability Leadership
    This report looks at the potential benefits of demonstrating good environmental, social, and governance performance and discusses five traits of companies that excel in the operational and communication dimensions of sustainability. (Director Notes, November 2012)
  45. China CEO Council Session Report -- Facing Change: Sustaining and driving growth during uncertain times in China

    A summary of discussion points, learnings, business issues, poll results, and member insights from the June 12, 2014, China CEO Council, hosted by The Conference Board in Beijing.

    (China Center Publications, August 2014)
  46. China Center Chart of the Week: China is gaining share of global manufacturing value addition

    China’s global value chain (GVC) share in global manufacturing rose from 4.2 percent in 1995 to 16.7 percent in 2011, which is solid evidence of China’s manufacturing competitiveness.

     

    (China Center Publications, March 2014)
  47. China Center Chart of the Week: Chinese Total Factor Productivity growth appears to have flat-lined

    Chinese TFP growth has been declining continuously — from 3.1 percent during the 2007–2011 period to 0.6 percent in 2012 to zero growth in 2013.

    (China Center Publications, March 2014)
  48. China Center Chart of the Week: Credit growth in H2 – onward and upward

    As long as China’s current credit dynamics remain in play – and the credit intensity of growth continues to rise – fundamental reforms will necessarily have to be sidelined.

    (China Center Publications, August 2014)
  49. China Center Chart of the Week: Labor productivity growth in China continues to slow – even from its low base level

    Labor productivity is a critical indicator because it is strongly related to living standard measures. The higher the relative level of labor productivity, the greater the chance for economic expansion.

    (China Center Publications, March 2014)
  50. China Center Chart of the Week: Moderating consumption growth rate evident in Chinese New Year’s data

    Although the growth rate remains robust, it is the lowest nominal year-on-year expansion for Chinese New Year sales in over a decade.

    (China Center Publications, March 2014)
  51. China Center Chart of the Week: ‘Buying’ 7.5 percent growth – what would it take?

    Slowing credit growth is incompatible with a 7.5 percent growth target, unless efficiency is significantly improved.

    (China Center Publications, March 2014)
  52. China Center Data Flash: Q2 Mini-stimulus already losing steam

    July data showed a clear sequential slowdown for the domestic side of China’s economy, with industrial production, investment, and consumer purchases all slowing in the month.

    (China Center Publications, August 2014)
  53. China Center Data Flash: Unhealthy Q2 growth – pursuit of the target at the expense of reform

    China’s official Q2 GDP growth came in at 7.5 percent y-o-y, according to data from the National Bureau of Statistics. Our alternative measures suggest that China is growing closer to 5.5 percent.

    (China Center Publications, July 2014)
  54. China Center Data Flash: Weak Jan-Feb data as expected – authorities are likely to goose growth soon

    Almost every single economic indicator that has been released through the first three months of this year – exports, industry, manufacturing, consumption, real estate, credit markets, stock markets – has disappointed.

    (China Center Publications, March 2014)
  55. China Center Special Briefing Paper: Re-Estimating Chinese Productivity

    In this second part of our Special Briefing Paper series, Dr. Harry X. Wu, Senior Advisor to the China Center, presents the second stage of findings from his 30-year-long work program to re-estimate the quantity and quality of Chinese economic growth.

    (China Center Publications, September 2014)
  56. 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)
  57. China’s Experience with Productivity and Jobs

    China is losing manufacturing jobs even faster than the developed world and must not only reemploy its workers, but also shift from exporting to serving its own billion domestic consumers.

    (Research Report, June 2004)
  58. China’s Productivity Boom: The Contribution of Restructuring to Growth and Competitiveness

    While Chinese firms still operate at productivity levels well below those of their foreign counterparts, they are making startling progress.

    (Research Report, December 2007)
  59. 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)
  60. 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)
  61. Clicking With Customers
    There's a difference between online presence and online marketing. (The Conference Board Review, May 2009)
  62. 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)
  63. Close the Door
    What to do when an open-door policy generates too much openness? (The Conference Board Review, October 2011)
  64. 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)
  65. 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)
  66. 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)
  67. Collaboration Between Multistakeholder Standards: A Governance Perspective
    This report examines the nature, benefits, and shortcomings of existing multistakeholder corporate social responsibility (CSR) standards, and it discusses how businesses can better coordinate their participation in a variety of initiatives. (Director Notes, June 2012)
  68. Commission on Public Trust and Private Enterprise
    This report details the recommendations on executive compensation, corporate governance, and accounting and audit practices made by The Conference Board's Commission on Public Trust and Private Enterprise. (Research Report, January 2003)
  69. Communicating Corporate Performance: A Delicate Balance

    As companies decide to make performance-related information available to investors, they must weigh how much to disclose to obtain a fair valuation against the risks of such disclosure.

    (Research Report, July 1997)
  70. Communicating For Global Competitive Advantage

    If companies want to win global competitive advantage faster than the competition, they need to communicate better than their competitors to all stakeholders and have a global state of mind.

    (Research Report, August 1997)
  71. Communicating Sustainability Leadership The Difficulty of Achieving Differentiation

    The overall decline in perceived performance of sustainability initiatives for two-thirds of companies in a recent study may be the result of rising skepticism about the benefits of sustainability programs.

    (Director Notes, April 2013)
  72. Communicating in the Future

    What's the best way to manage your company's relations with the media? What about using your intranet to reach your employees? The answers are here.

    (Research Report, June 1999)
  73. Communication Capital, Metcalfe’s Law, and U.S. Productivity Growth
    by Carol Corrado, March 2011. - EPWP #11 – 01 (Economics Program Working Paper Series, March 2011)
  74. Communication Patterns of Corporate Social Responsibility within and across Industries
    This report examines how American corporations collectively describe their corporate social responsibility (CSR) activities based on an analysis of data collected from 103 Fortune 500 websites. (Director Notes, April 2012)
  75. Community Connections: Strategic Partnerships in the Digital Industries
    This report presents the business case for digital industry companies to partner with nonprofits and governments in strategic community investment activities. (Research Report, November 1999)
  76. 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)
  77. 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
    business conduct from governments, international organizations, and NGOs mean
    increased company focus on third-party business conduct.

    (Executive Action Report, November 2007)
  78. 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. (Research Report, November 2003)
  79. 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)
  80. 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)
  81. Compensation Committee Of The Board: Best Practices For Establishing Executive Compensation
    This study examines best practice processes used by the Compensation Committee of the Board of Directors in designing executive compensation programs. (Research Report, October 2001)
  82. 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)
  83. 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)
  84. Compensation-Related Risk and Compensation Consultants
    This is the last in a series of four studies developed in collaboration with Davis Polk & Wardwell to provide guidelines and examples to member companies of The Conference Board on emerging practices following the SEC enhanced disclosure reform. (Director Notes, August 2010)
  85. 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)
  86. 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)
  87. Composite Index of Leading Economic Indicators: How to Make it More Timely
    by Robert H. McGuckin, Ataman Ozyildirim and Victor Zarnowitz, November 2000. - EPWP #00 - 01 (Economics Program Working Paper Series, November 2000)
  88. Comprehensive Benchmark Revisions for The Conference Board Leading Economic Index® for the United States
    by Gad Levanon, Ataman Ozyildirim, Brian Schaitkin, and Justyna Zabinska
    December 2011 - EPWP #11 – 06 (Economics Program Working Paper Series, December 2011)
  89. Computers and Productivity: Are Aggregation Effects Important?
    by Robert H. McGuckin and Kevin Stiroh, August 2000. - EPWP #00 - 04 (Economics Program Working Paper Series, August 2000)
  90. Computers, Productivity, and Growth: Explaining the Computer Productivity Paradox
    Studies say that computers don't add to productivity, but that's not what our researchers found. Read their findings in this report. (Research Report, April 1998)
  91. Concepts for the New Leadership

    Leadership in the twenty-first century will require very different abilities, not merely the same ones of today performed at a faster pace.

    (Research Report, February 1999)
  92. 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)
  93. Conference Board CEO Challenge® 2012: Risky Business—Focusing on Innovation and Talent in a Volatile World

    According to respondents to The Conference Board CEO Challenge®, the race to innovate and the war for talent are just two of the challenges of the current business
    landscape.

    (CEO Challenge®, March 2012)
  94. 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)
  95. 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)
  96. Conference Board CEO Challenge® 2013: ASEAN Edition
    An analysis of the 183 responses from CEOs in the ASEAN region, including results from this year’s special question on the upcoming economic community integration. (CEO Challenge®, July 2013)
  97. Conference Board CEO Challenge® 2013: Countering the Global Slowdown

    Unlike last year, CEOs are looking inward for solutions to slow economic growth and focusing on people and processes—and less concerned about external factors such as risk and regulation.

    (CEO Challenge®, July 2013)
  98. 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)
  99. Conference Board CEO Challenge® 2013: India Edition
    CEOs in India rank Human Capital, Global Political/Economic Risk, Innovation, Operational Excellence, and Government Regulation as their top challenges. Their strategies to meet these challenges reflect the uniqueness of the Indian economic environment. (CEO Challenge®, July 2013)
  100. Conference Board Economics Watch® China View
    China’s strong growth continues but inflation fears are sparking monetary policy action. (Economics Watch Reports, February 2011)
  101. 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)
  102. Conference Board Economics Watch® Emerging Markets View
    Emerging markets: staying competitive amid slowing growth (Economics Watch Reports, September 2012)
  103. Conference Board Economics Watch® Emerging Markets View

    Emerging markets weakened in 2013, and there will only be moderate improvement in 2014.

    (Economics Watch Reports, February 2014)
  104. Conference Board Economics Watch® Emerging Markets View
    Emerging markets (EM) face a bumpy recovery road ahead, and impact on global economy in 2014 could be more significant than expected (Economics Watch Reports, March 2014)
  105. Conference Board Human Capital in Review: Focus on Diversity & Inclusion (Vol. 1, No. 1, 2011)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in diversity and inclusion. (Human Capital in Review, October 2011)
  106. Conference Board Human Capital in Review: Focus on Human Capital Analytics (Vol. 1, No. 1, 2011)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in human capital analytics. (Human Capital in Review, December 2011)
  107. Conference Board Human Capital in Review: Focus on Strategic Workforce Planning (Vol. 1, No. 1, 2011)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in strategic workforce planning. (Human Capital in Review, October 2011)
  108. Conference Board Human Capital in Review: Focus on Talent Management (Vol. 1, No. 1 2011)
    This quarterly publication includes short summaries of important talent management research and articles for the busy human capital executive. (Human Capital in Review, June 2011)
  109. Conference Board Human Capital in Review: Focus on Talent Management (Vol. 1, No. 2, 2011)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in talent management. (Human Capital in Review, November 2011)
  110. Conference Board Human Capital in Review:™ Focus on Human Capital Analytics (Vol. 2 No. 1, 2012)
    This issue looks at capabilities required for a successful analytics practice at the organization level as well as the specific skills and competencies required at the individual level. (Human Capital in Review, May 2012)
  111. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion
    (Vol. 4, No. 1, 2014)

    This publication explores hot topics within diversity and inclusion research. This issue includes articles on demographic diversity in the workplace and the benefits of diversity for innovation and team dynamics. (Human Capital in Review, March 2014)
  112. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion (Vol. 2, No. 1, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in diversity and inclusion. (Human Capital in Review, March 2012)
  113. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion (Vol. 2, No. 2, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in diversity and inclusion. (Human Capital in Review, May 2012)
  114. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion (Vol. 2, No. 4, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of diversity and inclusion. (Human Capital in Review, December 2012)
  115. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion (Vol. 3, No. 1, 2013)
    This publication explores hot topics within diversity and inclusion research. This issue includes articles on: perspective taking, cultural competency training, and Europe’s plans for its aging work population. (Human Capital in Review, April 2013)
  116. Conference Board Human Capital in Review™: Focus on Diversity and Inclusion (Vol. 2, No. 3, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of diversity and inclusion. (Human Capital in Review, September 2012)
  117. 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)
  118. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 1, No. 1, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in employee engagement. (Human Capital in Review, February 2012)
  119. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 1, No. 2, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in employee engagement. (Human Capital in Review, July 2012)
  120. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 1, No. 3, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of employee engagement. (Human Capital in Review, November 2012)
  121. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 2, No. 1, 2013)
    This publication explores hot topics within employee engagement research. This issue includes articles on: incorrect survey practices, engagement of the younger workforce, and alternative approaches to improving engagement scores. (Human Capital in Review, April 2013)
  122. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 2, No. 2, 2013)
    This publication explores hot topics within employee engagement research. This issue includes articles on: organizational citizenship behavior, remote employees, and the misuse of complaints. (Human Capital in Review, July 2013)
  123. 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)
  124. 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)
  125. 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)
  126. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 2, No. 1, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in strategic workforce planning. (Human Capital in Review, February 2012)
  127. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 2, No. 2, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in strategic workforce planning. (Human Capital in Review, June 2012)
  128. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 2, No. 3, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of strategic workforce planning. (Human Capital in Review, September 2012)
  129. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 2, No. 4, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of strategic workforce planning. (Human Capital in Review, December 2012)
  130. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 3, No. 1, 2013)
    This publication explores hot topics within strategic workforce planning research. This issue includes articles on: the effects of an empathetic mindset, global mobility, and people management in the BRICS nations. (Human Capital in Review, May 2013)
  131. 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)
  132. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 4, No. 1, 2014)
    This publication explores hot topics within strategic workforce planning research and includes articles on current trends in using human capital analytics in SWP and M&A and the “datafication of HR.” (Human Capital in Review, May 2014)
  133. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 2, No. 1, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of talent management. (Human Capital in Review, June 2012)
  134. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 2, No. 2, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of talent management. (Human Capital in Review, August 2012)
  135. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 2, No. 3, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of talent management. (Human Capital in Review, November 2012)
  136. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 3, No. 1, 2013)
    This publication explores hot topics within talent management research. This issue includes articles on: country-specific struggles for technical talent, the value of being a learning organization, and customizing EVPs for high-risk employees. (Human Capital in Review, March 2013)
  137. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 3, No. 2, 2013)
    This publication explores hot topics within talent management research. This issue includes articles on: the global challenge of human capital, internal versus external talent, and teams of star performers. (Human Capital in Review, June 2013)
  138. 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)
  139. Conference Board Labor Markets in Review™: Vol. 2, No. 3, 2012
    This periodical publication offers an expert perspective on the implications of current economic conditions on the labor market, with specific focus on the United States, Europe, and emerging markets. (Periodical, December 2012)
  140. Conference Board Task Force on Executive Compensation
    The Conference Board convened the Task Force on Executive Compensation in March 2009 to address the loss of public trust in the processes for oversight of executive compensation. (Research Report, September 2009)
  141. Conference Board® Labor Markets in Review™: Vol. 1, No. 1
    This periodical publication offers an expert perspective on the implications of current economic conditions on the labor market, with specific focus on the United States, Europe, and emerging markets. (Periodical, October 2011)
  142. Conference Board® Labor Markets in Review™: Vol. 2, No. 1
    This periodical publication offers an expert perspective on the implications of current economic conditions on the labor market, with specific focus on the United States, Europe, and emerging markets. (Periodical, January 2012)
  143. 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)
  144. 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)
  145. Connecting to Customers
    Corporate leaders too often keep their distance from the people that are the most important. (The Conference Board Review, February 2011)
  146. Constructing a Data Set on Labour Composition Change
    by Boele Bonthuis
    December 2011 - EPWP #11 – 04 (Economics Program Working Paper Series, December 2011)
  147. Constructing a Price Deflator for R&D: Calculating the Price of Knowledge Investments as a Residual
    by Carol Corrado, Peter Goodridge, and Jonathan Haskel
    October 2011 - EPWP #11 – 03 (Economics Program Working Paper Series, October 2011)
  148. Consumer Expectations on the Social Accountability of Business
    This report, based on a survey of 1,000 consumers, is designed to help companies better understand the factors and the perceptions that drive public opinion of the role of business. (Research Report, September 1999)
  149. 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)
  150. 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)
  151. Consumer-Driven Healthcare:
    Current Practices, Future Upgrades

    Current participation rates in consumer-driven healthcare (CDHC) plans are low, but expectations are high. This report offers a snapshot of present-day practices and investigates how to better implement CDHCs.

    (Research Report, March 2007)
  152. 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)
  153. Continuing Search For Performance Excellence
    Learn from the experiences of companies who've instituted performance-excellence initiatives, and take a look at the future in this field. (Research Report, December 1998)
  154. Contribution of Restructuring and Reallocation to China's Productivity and Growth
    by Haiyan Deng, John Haltiwanger, Robert McGuckin, Jianyi Xu, Yaodong Liu, and Yuqi Liu, December 2007. - EPWP #07 – 04 (Economics Program Working Paper Series, December 2007)
  155. 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)
  156. 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)
  157. 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)
  158. 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)
  159. 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)
  160. 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)
  161. Corporate Citizenship Reporting: Best Practices
    This report presents case studies of five companies that exemplify best practices in the public reporting to stakeholders of citizenship performance. (Research Report, June 2005)
  162. 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)
  163. 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. (Research Report, July 2002)
  164. 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)
  165. 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)
  166. Corporate Community Development: Meeting the Measurement Challenge
    This report presents four case studies of corporate community economic development projects: Renew Moline (undertaken by John Deere); Siyeza Foods (General Mills): Project Zero / Grand Rapids (Cascade Engineering); and Harlem USA (JPMorganChase). (Research Report, January 2002)
  167. 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)
  168. Corporate Contributions in 2001
    This annual overview of corporate giving, based on information supplied by 187 of the largest U.S. corporations, finds that overall giving budgets generally increased from 2000 to 2001. (Research Report, January 2003)
  169. Corporate Contributions in 2002
    This report is an annual overview of corporate giving based on information supplied by the largest U.S. corporations. (Research Report, December 2003)
  170. 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)
  171. Corporate Contributions: The View From Fifty Years
    This report examines the history of corporate contributions. (Research Report, June 1999)
  172. Corporate Culture and ERM

    Boards considering ERM should examine the growing data suggesting a correlation between mature risk management practices and value creation and the increasing scrutiny of risk management practices by courts.

    (Director Notes, June 2013)
  173. Corporate Director Selection and Recruitment: A Matrix

    Every board should agree on a clear statement of desired personal attributes for all board members to guide the nominating and governance committee as they search for director candidates.

    (Director Notes, May 2013)
  174. Corporate Diversity & Inclusion Conference KeyNotes Report

    The current macroeconomic environment gives diversity leaders an unprecedented opportunity to cement the strategic value of diversity for business success.

    (Conference KeyNotes, September 2012)
  175. Corporate EH&S Reward Programs
    Employee-recognition programs can boost your company's performance in EHS. This report shows how such programs can aid your strategic planning. (Research Report, June 1996)
  176. Corporate Environmental Governance: Benchmarks Toward a World-Class System

    Environmental management systems are not new, and most companies report having had an EMS before 1996. Nevertheless, ISO 14001 has promoted a more systematic approach and created a common EMS vocabulary.

    (Research Report, May 2000)
  177. 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)
  178. Corporate Governance Best Practices in Europe

    Many companies operating in Europe are creating innovative governance practices to anticipate future regulations and keep ahead of their competitors.

    (Research Report, August 2005)
  179. Corporate Governance Best Practices: A Blueprint for the Post-Enron Era
    This blueprint best practices report is intended as a sourcebook of leading governance practices for board members and management. (Research Report, May 2003)
  180. 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)
  181. 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)
  182. 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)
  183. Corporate Governance Practices for Initial Public Offerings in the United States
    This report examines the corporate governance practices of 50 U.S. companies at the time of their initial public offerings (IPOs) and finds that pressure to update governance practices at larger companies has had a limited effect on IPO-stage companies. (Director Notes, January 2012)
  184. Corporate Governance and Business Preparedness
    A survey of The Conference Board paints a detailed picture of how businesses are balancing security, business continuity, and operational risk management as part of governance. (Research Report, March 2011)
  185. Corporate Governance and Business Preparedness
    A survey of The Conference Board paints a detailed picture of how businesses are balancing security, business continuity, and operational risk management as part of governance. (Key Findings, May 2011)
  186. Corporate Governance and Cross-Border Mergers

    Driven by pressure to compete globally, companies are increasingly making cross-border rather than domestic M&A deals. Senior executives discuss how they handle corporate governance before, during, and after such mergers.

    (Research Report, June 2000)
  187. Corporate Governance:Global Trends Examined From an Asian Perspective

    Based on a comparison of corporate governance initiatives in Asia with those in other parts of the world, the notion of an "Anglo-Saxon" or "Asian" governance model is irrelevant.

    (Research Report, January 2001)
  188. 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)
  189. Corporate Misconduct and the Market for Directorships
    This report analyzes the changes in directorships held by outside board members of 113 public companies involved in a shareholder class-action lawsuit alleging the misrepresentation of information to investors. (Director Notes, November 2010)
  190. 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)
  191. Corporate Participation in Community Recovery
    This report discusses the six different recovery initiatives and how corporations can participate. (Executive Action Report, December 2004)
  192. Corporate Philanthropy in China: A Practitioner's Guide for Foreign Donors

    This report describes China’s nonprofit sector and the challenges for foreign donors who wish to get involved with Chinese nonprofits. It also gives suggestions for identifying and partnering with organizations.

    (Research Report, November 2012)
  193. Corporate Philanthropy with a Global Footprint

    The context of global giving is changing. Investment, not philanthropy, is the preferred terminology and approach internationally, as this snapshot of the state of global corporate philanthropy illustrates.

    (Research Report, March 2013)
  194. Corporate Political Spending: Policies and Practices, Accountability, and Disclosure
    When it comes to political spending and the related questions of how to demonstrate accountability and how much information to disclose, there is no single right answer. (Research Report, December 2012)
  195. Corporate Practices in Management Development
    Case studies and a survey examine the best practices of top management development executives. (Research Report, August 1996)
  196. Corporate Responses to Humanitarian Disasters: The Mutual Benefits of Private-Humanitarian Cooperation

    Partnerships between corporations and humanitarian organizations not only benefit those in need, they benefit corporations as well, fostering the exchange of ideas and best practices and demonstrating social responsibility to stakeholders.

    (Research Report, May 2008)
  197. Corporate Security Management: Organization and Spending Since 9/11
    This comprehensive study reveals business spending patterns since the attacks of September 11, 2001. (Research Report, July 2003)
  198. 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)
  199. Corporate Security Measures and Practices
    This piece encapsulates information from a series of reports regarding security issues, which were originally published by The Conference Board in 2003 and 2004. (Research Report, March 2005)
  200. Corporate Security in a Time of Crisis: Bioterrorism
    Deals with mailroom procedures and the risk of bioterrism. (Executive Action Report, November 2001)
  201. 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)
  202. 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)
  203. 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)
  204. Corporate Security in a Time of Crisis: Protecting IT
    Discusses ensuring IT security, and IT recovery and response procedures. (Executive Action Report, November 2001)
  205. 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)
  206. Corporate Social Responsibility in India

    Given India’s global influence, there is much potential for its vision of mandatory CSR, which anticipates CSR as a central component of corporate activity, to spread to the rest of the world.

    (Director Notes, August 2014)
  207. 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)
  208. Corporate Volunteerism: How Families Make a Difference

    Involving families in volunteer programs improves results and morale, but it takes leadership, communication, and planning.

    (Research Report, July 1997)
  209. Cost Competitiveness of the Manufacturing Sector in China and India: An Industry and Regional Perspective
    by Bart van Ark, Abdul Azeez Erumban, Vivian Chen, Utsav Kumar, January 2009. – EPWP #09 – 02 (Economics Program Working Paper Series, January 2009)
  210. 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)
  211. 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)
  212. 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)
  213. Creating a Competency Model for Diversity and Inclusion Practitioners

    Diversity and inclusion (D&I) isn’t just about valuing differences anymore, but about putting them to work in today’s global economy, which requires D&I practitioners with specific competencies.

    (Research Report, May 2008)
  214. 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)
  215. 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)
  216. Customer Relationship Management: New Ways of Keeping the Customer Satisfied
    This report examines planning and implementation practices for Customer Relationship Management and pinpoints keys to success among B2C and B2B practitioners across a range of industries. (Research Report, August 2001)

D

  1. 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)
  2. 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)
  3. Debating European Corporate Governance Issues

    We investigate how successfully European governance models and practices position companies to compete for global capital.

    (Research Report, May 2000)
  4. 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)
  5. Defining Pay in Pay for Performance
    This report examines pay-for-performance (PFP) issues to consider in making year-end compensation decisions, designing pay plans, and drafting 2013 proxies. It also offers examples of how to define “pay” for PFP analysis and disclosure purposes. (Director Notes, September 2012)
  6. 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)
  7. 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)
  8. 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)
  9. Designing Organizations That Execute New Strategies and Create Capabilities for Change

    Driven by today's global and hyper-competitive environment, organizations are
    experiencing constant change. They need to build an internal design capability
    to realign organizational components on an almost continuous basis.

    (Executive Action Report, July 2007)
  10. 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)
  11. 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)
  12. Determining Board Effectiveness
    Organized around key issues, this handbook draws on the experience of seasoned board directors and leading corporate governance experts to tackle the challenges boards face as they review their structural and decision-making processes. (Research Report, November 1999)
  13. Developing Business Leaders for 2010
    *NOTE:Some data has been corrected.* This study, based on extensive interview and survey data, addresses the efforts of leading-edge companies to develop the leadership strength they will need to ensure competitive success in the coming years. (Research Report, April 2002)
  14. 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)
  15. 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.

    (Research Report, November 2005)
  16. 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)
  17. Developing Leaders: Voices from India
    Leadership development is more critical than ever—and some companies have cracked the code. Learn what top companies in India are doing now to prepare tomorrow’s leaders. (Research Report, December 2013)
  18. Director Compensation and Board Practices: 2013 Edition
    This report analyzes findings from a 2012 survey of 359 companies and provides benchmarking information on the compensation awarded to individual board members in FY2011 and on board practices. (Research Report, February 2013)
  19. Director Notes: The Role of the Board in Risk Oversight—Adapting to Regulatory Developments and Emerging Practices
    This report highlights a range of considerations for directors as they approach the assessment and oversight of their risk management programs. (Director Notes, November 2009)
  20. 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. (Research Report, November 2003)
  21. 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. (Research Report, October 2004)
  22. Directors' Compensation and Board Practices in 2005
    This is a data compilation of Director's compensation for the year 2005. Data includes basic analysis providing information on which industries pay the highest amount of compensation to their executives. (Research Report, November 2005)
  23. Directors' Compensation and Board Practices in 2006
    This annual report provides information on the amount and type of compensation paid outside directors in 2006 in 402 companies in three major industry sectors. (Research Report, October 2006)
  24. Directors' Compensation and Board Practices in 2007

    New rules released by the SEC give companies more direction regarding form and content of executive and director compensation information. This report examines compensation data by industry and company size.

    (Research Report, June 2008)
  25. Directors' Compensation and Board Practices in 2008
    This annual report analyzes board structure and director compensation information regarding U.S-based public companies. (Key Findings, December 2008)
  26. Directors' Duties under the New SEC Rules on Disclosure Enhancement
    This report discusses the new SEC rules and reform in detail and touches on the implications for boards of directors. (Director Notes, February 2010)
  27. Directors’ Compensation and Board Practices in 2008

    A look at corporate boards today: this report provides benchmarks useful in considering compensation levels for corporate boards, as well as information on board practices.

    (Research Report, December 2008)
  28. Directors’ Duties and the Pursuit of Social Investments
    This report examines the implications of sustainability on business corporations and on the body of law that governs them. (Director Notes, January 2010)
  29. 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)
  30. 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)
  31. Diversity Executive: Tasks, Competencies, and Strategies for Effective Leadership
    Seventy-one diversity executives, representing some of America's leading corporations, government agencies, and nonprofit organizations, share best practices and recommendations on setting standards for effective diversity leadership. (Research Report, October 2001)
  32. 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)
  33. 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)
  34. Diversity: An Imperative for Business Success
    This conference report addresses the business rationale behind implementing diversity and tools for making inclusiveness a reality within companies. (Research Report, October 1999)
  35. Do Computers Make Output Harder to Measure?
    by Robert H. McGuckin and Kevin Stiroh, April 2000. - EPWP #00 - 03 (Economics Program Working Paper Series, April 2000)
  36. Do Exchange Rates Matter?

    Our global survey finds that exchange rate risk may impact market opportunity or perceptions of market opportunity, but it does not have a large independent effect on foreign investment decisions.

    (Research Report, May 2004)
  37. 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)
  38. Does A Rising Tide Lift All Boats?

    America's full-time working poor reap limited gains in the new economy; since the mid-1970s, long-term economic growth has had little impact on poverty among full-time workers.

    (Research Report, June 2000)
  39. 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)
  40. 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)
  41. Doing Good and Doing Well:Making the Business Case for Corporate Citizenship

    Whether corporate citizenship "pays" is not as relevant a question as how corporate citizenship contributes to achieving the core business strategy.

    (Research Report, November 2000)
  42. 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)
  43. 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. (Research Report, November 2003)
  44. 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)
  45. Duty to Monitor under Delaware Law: from Caremark to Citigroup
    Have corporate governance laws struck the right balance between risk taking and risk mitigation? This report provides an overview of Delaware law developments on the fiduciary duty to monitor. (Director Notes, February 2010)

E

  1. E-Business Strategies in the Global Marketplace: E-Procurement and Other Challenges

    According to a survey of U.S. and European organizations, development of e-procurement programs is proving more complex, expensive, and time consuming than originally envisaged.

    (Research Report, June 2001)
  2. E-Commerce Tax Policy and Planning: Domestic and International

    It is obvious that the sales tax regime will not work in the age of e-commerce. The question is: How far will legislators go in continuing to increase rates?

    (Research Report, August 2000)
  3. E-Proxy Reform, Activism, and the Decline in Retail Shareholder Voting
    This report explores issues that have arisen since the introduction of the new electronic forms of delivering voting materials: the observed shareholder response-rate decline and the impact on activism. (Director Notes, December 2010)
  4. 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)
  5. EH&S: A Platform for Progress

    Environmental performance is essential to bottom-line growth, and leaders in the field agree that integration is the key to strong performance. Actual integration, however, is not a simple process.

    (Research Report, January 1997)
  6. EU Labor Productivity and Employment Improve in 2004—but U.S. Still Leads
    Productivity and employment growth accelerated in the European Union, but the United States improved at about double the EU-25 growth rates. Will Europe be able to maintain and improve upon these results to reach global prosperity? (Executive Action Report, January 2005)
  7. 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)
  8. 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)
  9. Effects of Federalism and Privatization on Productivity in Chinese Firms
    by Sean M. Dougherty and Robert H. McGuckin, January 2002. - EPWP #02 - 01 (Economics Program Working Paper Series, January 2002)
  10. 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)
  11. Emerging Governance Practices In Enterprise Risk Management

    The Conference Board Working Group on ERM reveals the need for a common base of practical guidance for integrating risk management and explores what constitutes a comprehensive program.

    (Research Report, February 2007)
  12. 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)
  13. 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)
  14. Employee Communication During Mergers

    During a merger, the new strategic directions, business priorities, organization dynamics, and values combine with employees' strong personal concerns to create an enormous demand for accurate and timely information.

    (Research Report, June 2000)
  15. 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)
  16. 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)
  17. Employee Engagement
    A Review of Current Research and Its Implications

    This literature review summarizes what is known on the topic of "Employee Engagement" and what companies can do to foster true engagement in the workplace. (Research Report, November 2006)
  18. Employee Health Care Conference KeyNotes Report

    With many details of health care reform unknown or still to come, some companies have decided to focus on their long-term health care strategy rather than mere compliance.

    (Conference KeyNotes, June 2012)
  19. 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)
  20. Employment Effects of the 'New Economy' A Comparison of the European Union and the United States
    by Bart van Ark, Robert Inklaar, Robert H. McGuckin, and Marcel P. Timmer, March 2003. - EPWP #03 - 02 (Economics Program Working Paper Series, March 2003)
  21. 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)
  22. 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)
  23. Engaging Employees Through Your Brand

    Branding is well established as a marketing strategy, and, for most enterprises today, no market is more competitive than the market for employees.

    (Research Report, April 2001)
  24. Enron Ethics Breakdown
    Focuses on the business ethics issues raised by the conduct of Enron's directors, officers, accountants, and lawyers. (Executive Action Report, February 2002)
  25. 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)
  26. Entrepreneurs, Inventors and the Growth of the Economy
    by William J. Baumol, December 2008. - EPWP #08 - 12 (Economics Program Working Paper Series, December 2008)
  27. Environmental Policy-Making

    European and American decision makers realize they need a new approach to environmental policy making, so they are considering analytical tools such as risk assessment and cost-benefit analysis.

    (Research Report, June 1997)
  28. 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)
  29. 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)
  30. Establishing Value For HR Technology
    This report examines the impact of HR technology initiatives on overall corporate business strategies and explores how these innovations are helping companies create value. (Research Report, May 2004)
  31. 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)
  32. Ethics Issues and Programs: The Role of the Board
    This report, which is the first released by The Conference Board since 2004 on the subject of director engagement with ethics issues, documents board efforts to deal with the broadening scope of their ethics responsibilities. (Research Report, December 2011)
  33. 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. (Research Report, February 2004)
  34. 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)
  35. 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)
  36. 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)
  37. 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)
  38. Euro Area: Looking Through the Turbulence in Financial Markets
    Despite the overwhelming sense of crisis in the Euro Area, recovery from the global recession is still underway. (Executive Action Report, June 2010)
  39. Euro-What Impact Will It Have on European Labor Markets: Perspectives on a Global Economy

    Unlike the United States, Europe experienced reductions in the number of hours of work as well as lower proportions of the total population in the work force in the 1990s.

    (Research Report, February 1999)
  40. 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)
  41. Europe's Productivity Gap: Catching Up or Getting Stuck?
    by Bart Van Ark, June 2006. - EPWP #06 - 02 (Economics Program Working Paper Series, June 2006)
  42. 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)
  43. European Perspective: Using Diversity and Work-Life Solutions to Retain a Competitive Edge
    This report finds organizations that master the ability to effectively address the needs, challenges, and opportunities that diversity represents will be the ones that thrive globally. (Executive Action Report, November 2003)
  44. European Regional Design
    Part of the Organizing for Global Competitiveness series, this report looks at the MNC designs for corporations in the European region. (Research Report, July 1996)
  45. 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)
  46. Evidence-Based HR in Action

    Evidence-based HR, a dramatically new approach to human capital analytics, helps establish causal connections between talent and profits, as the case studies in this report show.

    (Research Report, July 2008)
  47. Evidence-Based Human Resources
    Do people equal profit, and if so, how can companies prove it? Evidence-based human resources (EBHR) provides practitioners with the means to answer these questions. (Key Findings, November 2009)
  48. Evidence-Based Human Resources: A Practitioner's Guide
    This guide to Evidence-Based Human Resources provides practitioners with real live examples from early adopters of this innovative approach to human capital management. (Research Report, June 2009)
  49. Evidence-Based Human Resources: A Primer and Summary of Current Literature

    Regardless of how well executives may extol the necessity to attract, grow, motivate, and retain talent, measuring talent management and, more importantly, empirically demonstrating its impact continue to lag behind.

    (Research Report, December 2007)
  50. Evolving Relationship Between Compensation Committees and Consultants

    To ensure that outside consultants provide independent and neutral advice on executive compensation, board directors need to control all aspects of the relationship between the consultant and the compensation committee.

    (Research Report, January 2006)
  51. Evolving Role of the Board in CEO and “Back Bench” Senior Executive Succession
    Boards of Directors are becoming more involved in overall management succession. How can they ensure that the right leaders are in place to steer the company to be lucrative and principled. (Executive Action Report, July 2004)
  52. Examining the Impact of SEC Guidance Changes on CEO Succession Planning
    In late 2009, the SEC made a policy change that effectively removes the defense used by companies reluctant to disclose their CEO succession process to shareholders. The change means a new wave of corporate governance scrutiny. (Director Notes, April 2010)
  53. Excess Pay and the Dodd-Frank Clawback
    This report discusses excess pay’s cost to investors, explains why most existing clawbacks fall short of what Dodd–Frank is likely to require, and offers guidance for boards seeking to minimize excess pay not reached by Dodd–Frank. (Director Notes, October 2011)
  54. Executive Annual Incentive Plans
    Detailed analysis of incentive payments by industry sector and position. (Research Report, April 1996)
  55. Executive Coaching Survey: 2012 Edition

    Executives who manage coaching practices can benchmark their own organizations against the responses of the 162 respondent companies in this survey; the report looks at internal and external coaching practices.

    (Research Report, December 2012)
  56. Executive Compensation Consulting: A Research Working Group Report on Best Practices
    This report presents a set of best practices developed by The Working Group on Executive Compensation Consulting to guide corporate managements and compensation committees in their use of executive compensation consultants. (Research Report, September 2005)
  57. 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)
  58. Expanding Parameters of Global Corporate Citizenship

    The parameters of sound corporate citizenship have moved beyond traditional monetary grants to encompass concerns such as sustainable development, human rights, and the quality of life needs of outside constituencies.

    (Research Report, June 1999)
  59. Expanding the Investment Frontier: Factoring Environmental, Social and Governance Criteria into Investment Analysis
    Environmental, Social and Governance Criteria are becoming more recognized as an essential tool in investment analysis. (Research Report, October 2005)
  60. Exploring Innovation with Firm Level Data
    by Samuel Kortum, December 2008. - EPWP #08 - 11 (Economics Program Working Paper Series, December 2008)
  61. Extending Your Brand to Employees Conference KeyNotes Report

    Over the last two years, companies have become more focused on employer branding, but determining the one meaningful brand message to communicate remains a challenge.

    (Conference KeyNotes, August 2012)

F

  1. 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)
  2. FCPA Enforcement Trends

    Compared to the blistering pace set by U.S. authorities in previous years, 2012 saw a decline in FCPA enforcement. This downturn, however, will probably be short-lived.

    (Director Notes, February 2013)
  3. 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)
  4. 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)
  5. Fast Track: Accelerating the Leadership Development of High Potentials in Asia

    A combination of demographics, education, and hyperinvestment means companies across Asia struggle to fill their management ranks. The report explores leadership characteristics, development approaches, and elements for overcoming the struggle.

    (Research Report, June 2013)
  6. 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)
  7. Financial Reporting Challenges for 2012
    This report examines key messages and disclosure guidance issued by the Securities and Exchange Commission and Public Company Accounting Oversight Board to assist public company executives and directors in preparing and reviewing 2012 periodic reports. (Director Notes, February 2012)
  8. 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)
  9. 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)
  10. 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)
  11. Finding the Right Balance: The Risks and Rewards of Third Party Ethics Programs

    Companies increasingly depend on third parties in the global economy, and while they institute measures to control the risk inherent in these relationships, such efforts can bring their own complications.

    (Research Report, February 2008)
  12. First Customers
    In a new market, you need to secure a foothold. World domination can come later. (The Conference Board Review, July 2011)
  13. 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)
  14. Five Years of Strategic Workforce Planning Research: What Have We Learned?

    Most companies that have begun implementing strategic workforce planning (SWP) still have a long way to go, five years of research collected on the topic indicates.

    (Research Report, January 2013)
  15. Forecasting Chinese Households’ Demand from Home Production
    by Yabin Wang
    June 2013 - EPWP #13 – 01 (Economics Program Working Paper Series, June 2013)
  16. Foreign Exchange Management: Creating Value Through Better Decision Making
    Foreign Exchange Management: Creating Value through Better Decision Making gauges the impact of the financial crisis on FX management practices (Key Findings, December 2009)
  17. Foreign Exchange Management: Creating Value Through Better Decision Making
    Foreign Exchange Management: Creating Value through Better Decision Making gauges the impact of the financial crisis on FX management practices (Research Report, December 2009)
  18. 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)
  19. Forging an Effective Sales Organization

    Without a solid sales organization, your corporation could be out of luck or even out of business. What steps are companies taking to boost their sales organizations?

    (Research Report, February 1999)
  20. 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)
  21. Frameworks for Integrating Citizenship and Sustainability into Business Strategies and Operations
    This report explores the approaches of 11 North American companies with well-established citizenship and sustainability practices. (Research Report, June 2009)
  22. Frameworks for Integrating Citizenship and Sustainability into Business Strategies and Operations
    This report explores the approaches of 11 North American companies with well-established citizenship and sustainability practices. (Key Findings, June 2009)
  23. From Compliance Governance to Strategic Governance
    With both companies and investors under pressure and looking for redemption, the 2010 annual meeting season will be a shadow referendum on the crisis and an inflection point in the evolution of corporate governance. (Director Notes, January 2010)
  24. From Enron To Lehman Brothers: Lessons for Boards From Recent Corporate Governance Failures
    This report identifies common pitfalls in many current whistleblower and compliance policies and programs, and offers recommendations for audit committee on how to strengthen them. (Director Notes, March 2012)
  25. 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)
  26. From Risk Management To Risk Strategy
    This survey based report presents the findings of 271 executives questioned on their current ERM practices. (Research Report, June 2005)
  27. 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)
  28. 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)
  29. Future India Business Leader
    As India-based companies expand, Indian business leaders will need to build deep competency in managing cross-cultural global teams—something participants in the India Leadership 2.0 Project see as lacking at present. (Research Report, July 2014)
  30. Future Organization: New Leadership and Employee Roles

    As traditional command-and-control management structures crumble in the dawning information era, companies are scrambling to build new organizational models.

    (Research Report, June 1999)
  31. 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)
  32. Future of the Annual General Meeting

    Annual general meetings (AGMs) are the most significant event on the corporate calendar, but recent reforms raised the compliance bar high. What can companies do to meet these new expectations?

    (Research Report, December 2004)

G

  1. A Global Barometer for Measuring Employee Engagement

    This report shows that a robust measure of employee engagement can be constructed with just eight basic questions—termed The Conference Board Employee Engagement Barometer.™

    (Research Report, December 2009)
  2. 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)
  3. Generating Value for Investors and Society

    Corporate social responsibility (CSR) needs to cohere with primary business operations. During the process of strategic development, CSR can be built into the business model so its impact is beneficial.

    (Director Notes, August 2013)
  4. 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)
  5. 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)
  6. 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)
  7. Getting Fit For Leaner Times
    This Mid-Market Conversation Starter considers the possibility of lateral growth for an entire company. (Executive Action Report, February 2010)
  8. 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)
  9. 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)
  10. Giving in Numbers: 2012 Edition

    How and how much do Fortune 500 companies donate? This report analyzes 2011 trends among 214 companies, including 62 of the top 100.

    (Research Report, June 2012)
  11. 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)
  12. 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)
  13. Global Growth Strategies
    How do you create global growth — and once you're growing, how do you keep going? Here's the experience of senior executives and CEOs on managing growth. (Research Report, January 1998)
  14. Global Investor and Corporate Governance: What do Institutional Investors Want?
    This report looks at the major corporate governance issues of interest to, and intervention strategies used by, institutional investors around the world today. (Research Report, August 2001)
  15. Global Leadership Forecast (GLF) 2014 | 2015, Ready-Now Leaders: Meeting Tomorrow’s Business Challenges
    New research from DDI and The Conference Board spotlights a critical difference between the top and bottom corporate financial performers: companies with higher percentages of women in leadership roles perform better. (Research Report, August 2014)
  16. Global Luxury Market

    The worldwide luxury market is a global village whose resident consumers resemble each other in many ways, but exhibit enough differences to make a one-size-fits-all approach unwieldy.

    (Research Report, July 2007)
  17. 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)
  18. 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)
  19. 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)
  20. Globalizing the Board of Directors: Trends and Strategies
    Are you trying to take your organization's board global? You should. Here's a look at the ways to go about it. (Research Report, June 1999)
  21. 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)
  22. 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)
  23. 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)
  24. 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)
  25. 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)
  26. 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)
  27. 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)
  28. 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)
  29. Grand Designs
    IDEO CEO Tim Brown explains where ideas come from. (The Conference Board Review, October 2009)
  30. Gray Skies, Silver Linings: How Companies Are Forecasting, Managing, and Recruiting a Mature Workforce

    Many mature workers want to keep working; many retirees want to work again. Companies can benefit from recruiting them—especially employers who want a workforce that mirrors their mature customer base.

     

    (Research Report, December 2007)
  31. 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)
  32. Great Recession and Household Savings
    During recessions or other periods of economic weakness, when any engine of growth is needed, an increase in the household saving rate could slow the pace of recovery. So what will happen to the saving rate in this critical recovery period? (Executive Action Report, February 2011)
  33. Growing Beyond Oil: Productivity, Performance, and Progress in the Countries of the Gulf Cooperation Council

    Gulf countries must shake their dependence on oil and gas, diversify their economic base, and introduce labor and capital market reforms to ensure long-term prosperity now, before the oil runs out.

    (Research Report, June 2008)
  34. 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)
  35. 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)
  36. 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)
  37. Gulf Coast Hurricanes: Assessing the Economic Impact

    Despite their enormity, soaring energy prices, and slowing economic growth, hurricanes Katrina and Rita were not powerful enough to push the U.S. economy into recession.

    (Executive Action Report, October 2005)

H

  1. 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)
  2. 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)
  3. 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)
  4. 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)
  5. HR Outsourcing Trends
    This study examines the benefits, challenges, and alternatives to HR outsourcing. (Research Report, September 2002)
  6. HR Outsourcing Trends
    This study examines the benefits, challenges, and alternatives to HR outsourcing. (Executive Summary, October 2002)
  7. HR Outsourcing in Government Organizations
    This interview based report examines outsourcing of HR for government organizations, as the movement takes hold in government agencies. (Research Report, August 2004)
  8. HR Outsourcing: Benefits, Challenges, and Trends
    This report provides an updated snapshot of current practices in the field by comparing the results of an earlier study with the findings of a recent survey. (Research Report, April 2004)
  9. HR Technology Strategies: What is Driving Them Today?
    This study considers the HR technology plans and strategies of some major organizations. (Research Report, September 2002)
  10. 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)
  11. 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)
  12. 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)
  13. 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)
  14. 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)
  15. 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)
  16. HR’s Role in Building a Culture of Innovation
    Encouraging innovation is a high priority among CEOs. How can HR professionals gain a place at the strategy table by overcoming obstacles and fostering an innovation framework? (Executive Action Report, September 2005)
  17. 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)
  18. Handling a Corporate Crisis
    In today’s climate, securities and financial firms are likely to face some enforcement proceedings that create a situation fraught with potential pitfalls. This report discusses 10 prescriptions for handling these situations well. (Director Notes, August 2012)
  19. 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)
  20. 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)
  21. 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)
  22. Hedge Fund Activism: Findings and Recommendations for Corporations and Investors

    Recommendations for corporate directors, executives, and investment professionals regarding hedge fund activism are outlined in this report.

    (Research Report, September 2008)
  23. Hedge Fund Activism: Recommendations for Corporations and Investors
    A report of recommendations to corporate directors, executives, and investment professionals regarding the activist role hedge fund managers have been making. (Key Findings, September 2008)
  24. 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)
  25. 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)
  26. 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)
  27. 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)
  28. Hispanic Market in 2010
    This report profiles these consumers and predicts how their demographics will change by 2010. (Research Report, November 2004)
  29. 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.

     

     

    (Executive Action Report, March 2006)
  30. Historical Foundations of American Technology
    by Gavin Wright, December 2008. - EPWP #08 - 10 (Economics Program Working Paper Series, December 2008)
  31. Hong Kong Corporates and Investor Confidence
    This corporate governance handbook for directors and officers of corporations in Hong Kong is based on interviews, seminars and research conducted by The Conference Board in Hong Kong during 2001 and 2002. (Research Report, January 2003)
  32. 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)
  33. 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)
  34. 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)
  35. How Growth Creates Value: Aligning Your Enterprise
    Here's how some companies have planned for growth—and succeeded. (Research Report, September 1998)
  36. 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)
  37. 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)
  38. 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)
  39. 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)
  40. 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)
  41. 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)
  42. 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)
  43. 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)
  44. 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)
  45. Human Capital Analytics @ Work, Volume I
    Six high-profile companies describe how they use human capital analytics at their organizations and offer advice on how you can best implement it at yours. (Research Report, October 2014)
  46. 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)
  47. 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)
  48. 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)
  49. 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)
  50. 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)
  51. 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)
  52. Human Capital in Review: Human Capital Analytics (Vol. 4, No. 2, 2014)

    This publication is designed for busy human capital executives who value selected, thoughtfully summarized article reviews of what is happening in the area of human capital analytics.

    (Human Capital in Review, September 2014)
  53. Human Resources at Corporate Headquarters: A Management Update
    This study of how companies currently organize the human resources function at their corporate headquarters highlights key roles, responsibilities, and reporting relationships. (Research Report, June 2003)
  54. 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)
  55. 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

  1. 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)
  2. ICT and Productivity in Europe and the United States: Where Do the Differences Come From?
    by Bart van Ark, Robert Inklaar, and Robert H. McGuckin, October 2003. - EPWP #03 – 05 (Economics Program Working Paper Series, October 2003)
  3. IT Outsourcing Trends

    While nothing prevents companies from bringing outsourced functions back in-house, most companies do not. Despite the difficulties involved, outsourcing provides a better solution over the long term.

    (Research Report, March 2001)
  4. Identity Recession
    Why are companies so cautious about rebranding themselves? (The Conference Board Review, January 2010)
  5. Ill-Prepared U.S. Workforce
    This report raises several questions concerning the overall effectiveness of workforce readiness training programs. (Research Report, August 2009)
  6. Ill-Prepared U.S. Workforce
    This report raises several questions concerning the overall effectiveness of workforce readiness training programs. (Key Findings, August 2009)
  7. Immigration and Labor Force Trends
    by B. Lindsay Lowell, December 2008. - EPWP #08 - 09 (Economics Program Working Paper Series, December 2008)
  8. Impact of ICT on Production of Goods and Services: The Long Tail of Digital Exclusion — A Comparison Between the UK and Chile
    by Ellen J. Helsper and Sergio Godoy-Etcheverry, July 2011. - ICTLinkedWorld #7 (Economics Program Working Paper Series, July 2011)
  9. Impact of ICT on Production of Goods and Services: Measuring the Impact of ICT on Education
    by Cor-Jan Jager, Jesse Bos, and Robbin te Velde, July 2011. - ICTLinkedWorld #9 (Economics Program Working Paper Series, July 2011)
  10. Impact of ICT on Production of Goods and Services: Measuring the Impact of ICT on Public Sector Performance
    by Robbin te Velde, July 2011. - ICTLinkedWorld #8 (Economics Program Working Paper Series, July 2011)
  11. Impact of ICT on Production of Goods and Services: Mobile Communication and Social Capital in Korea and the U.S.— How Usage Patterns Predict Social, C
    by Scott W. Campbell, Nojin Kwak and Richard Ling, July 2011. - ICTLinkedWorld #2 (Economics Program Working Paper Series, July 2011)
  12. Impact of ICT on Production of Goods and Services: Policy and Development of ICT—The Impact of Public and Regulatory Policy on ICT Sector Performance
    by Raul L. Katz, July 2011. - ICTLinkedWorld #1 (Economics Program Working Paper Series, July 2011)
  13. Impact of ICT on Production of Goods and Services: The Global Broadband Bonus: Broadband Internet’s Impact on Seven Countries
    by Shane Greenstein and Ryan McDevitt, July 2011. - ICTLinkedWorld #6 (Economics Program Working Paper Series, July 2011)
  14. Impact of ICT on Production of Goods and Services: The Impact of ICT on the Geographic Distribution of Employment
    by Vlad Manole and Randall Weiss, July 2011. - ICTLinkedWorld #5 (Economics Program Working Paper Series, July 2011)
  15. Impact of ICT on Production of Goods and Services: Towards Comprehensive Measurement of ICT’s Impact: Paying Attention to Society and Culture
    by Katherine Schinasi and Ivy Schultz, July 2011. - ICTLinkedWorld #10 (Economics Program Working Paper Series, July 2011)
  16. Impact of ICT on Production of Goods and Services: Who Captures the Benefits of ICT? The Case of Digital Books
    by Janet Hao and Randall Weiss, July 2011. - ICTLinkedWorld #3 (Economics Program Working Paper Series, July 2011)
  17. Impact of Mergers and Acquisitions on Corporate Citizenship

    Americans hold companies completely or partially responsible for operating profitably, paying their fair share of taxes, providing long-term jobs, and helping community projects. Yet M&A can put such actions in jeopardy.

    (Research Report, June 2000)
  18. Impact of Vintage and Survival on Productivity: Evidence from Cohorts of U.S. Manufacturing Plants
    by J. Bradford Jensen, Robert H. McGuckin and Kevin Stiroh, February 2000. - EPWP #00 - 02 (Economics Program Working Paper Series, February 2000)
  19. 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)
  20. Implementing Strategic Workforce Planning
    This report highlights the implementation process for Strategic Workforce Planning---from simply connecting business strategy and HR strategy to becoming an input to business strategy that informs executive decision making. (Research Report, June 2009)
  21. Implementing Strategic Workforce Planning
    This report highlights the implementation process for Strategic Workforce Planning---from simply connecting business strategy and HR strategy to becoming an input to business strategy that informs executive decision making. (Key Findings, June 2009)
  22. Implementing a Post-Merger Integration

    Executives and business experts discuss some of the global trends in M&A and share their experiences in developing a strategic context for M&A integration, creating a corporate culture, and measuring integration success.

    (Research Report, January 2000)
  23. Improving Communications Between Companies and Investors
    Based on The Conference Board’s Global Corporate Governance Research Center’s first transnational Corporate/Investor Summit, this report represents a unique consensus on best practices to improve communications between companies and investors. (Research Report, November 2004)
  24. 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)
  25. 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)
  26. 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)
  27. 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)
  28. India Corporates and Investor Confidence
    This corporate governance handbook for directors and officers of corporations in India is based on extensive field interviews with major Indian companies as well as focus group meetings with 40-50 executives of leading corporations in Mumbai and Delhi. (Research Report, January 2003)
  29. India’s Demographic Transition: Boon or Bane? A State-Level Perspective
    by Utsav Kumar
    September 2010 - EPWP #10 – 03 (Economics Program Working Paper Series, September 2010)
  30. Influence of Proxy Advisory Firm Voting Recommendations on Say-on-Pay Votes and Executive Compensation Decisions
    This report examines evidence of the influence of proxy advisory firm voting recommendations on shareholder voting outcomes, particularly say-on-pay votes, and presents findings showing the impact of those firms on the design of executive pay programs. (Director Notes, March 2012)
  31. 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)
  32. Innovation Accounting
    by Carol Corrado and Charles Hulten
    December 2012 - EPWP #12 – 04 (Economics Program Working Paper Series, December 2012)
  33. 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)
  34. Innovation and US Competitiveness: Reevaluating the Contributors to Growth
    This report takes stock of the innovation capabilities of the U.S. economy, including hurdles to maintaining the nation's leadership position, and recommends some means and methods of overcoming those obstacles. (Research Report, May 2009)
  35. Innovation as Viewed from Within the Corporation
    by Jim Lichtenberg and Christopher Woock, December 2008. - EPWP #08 - 08 (Economics Program Working Paper Series, December 2008)
  36. Innovation, Intangibles and Economic Growth: Towards A Comprehensive Accounting of the Knowledge Economy
    by Bart van Ark and Charles R. Hulten, December 2007. - EPWP #07 – 02 (Economics Program Working Paper Series, December 2007)
  37. Innovative Public-Private Partnerships: Public Safety Initiatives
    The report profiles four case studies of the partnering of law enforcement agencies and community activists. (Research Report, October 1999)
  38. Innovative Public-Private Partnerships: Welfare-to-Work Initiatives

    Some national businesses have surpassed their expected capacity as employers of welfare-to-work hires by collaborating with local partners to resolve major challenges to sustained employment and economic development.

    (Research Report, September 2000)
  39. Innovative Public-Private Partnerships: Conservation of Forests, Farmlands, and Wetlands
    This report outlines the current status of agreements between government, business, and non-governmental organizations for the preservation of open spaces. (Research Report, October 2001)
  40. Innovative Public-Private Partnerships: Educational Initiatives
    The early results from these partnerships are far from definitive, but they sure look promising. (Research Report, November 1998)
  41. Innovative Public-Private Partnerships: Environmental Initiatives
    Is a partnership between your company and a regulatory agency a possibility? Maybe it should be. Here are some keys to making it work. (Research Report, March 1998)
  42. Innovative Public-Private Partnerships: Promoting the Hiring of Workers with Disabilities
    This publication documents corporate participation in many federal, state, and local programs designed to promote meaningful employment for persons with disabilities. (Research Report, June 2001)
  43. Innovative Public-Private Partnerships: The United States Army and the Private Sector

    The United States Army is like a business in that it faces the same challenges — of recruitment and retention, of productivity, of mission — that all businesses face.

    (Research Report, February 2001)
  44. Institutional Investment Report - March 2003
    Financial assets and equity holdings—patterns of institutional investment and control. (Research Report, February 2003)
  45. Institutional Investment Report - May 2002
    Equity ownership and investment strategies of U.S. and international institutional investors. (Research Report, May 2002)
  46. Intangible Capital and Growth in Advanced Economies: Measurement Methods and Comparative Results
    by Carol Corrado, Jonathan Haskel, Cecilia Jona-Lasinio and Massimiliano Iommi
    December 2012 - EPWP #12 – 03 (Economics Program Working Paper Series, December 2012)
  47. Intangible Capital and the Market to Book Value Puzzle
    by Charles Hulten and Janet Hao, June 2008. - EPWP #08 – 02 (Economics Program Working Paper Series, June 2008)
  48. 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)
  49. Integrated and Integrative Talent Management: A Strategic HR Framework
    This report looks at a range of talent management initiatives from the perspective of their integration. (Research Report, January 2004)
  50. 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)
  51. 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)
  52. 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)
  53. International Comparisons of R&D Expenditure: Does an R&D PPP make a difference?
    by Sean M. Dougherty, Robert Inklaar, Robert H. McGuckin, and Bart Van Ark, July 2003. - EPWP #03 - 03 (Economics Program Working Paper Series, June 2003)
  54. International Comparisons of R&D Expenditure: Does an R&D PPP make a difference?
    by Sean M. Dougherty, Robert Inklaar, Robert H. McGuckin, and Bart Van Ark, October 2004. - EPWP #04 - 03 (Economics Program Working Paper Series, November 2004)
  55. 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)
  56. Investing in CSR to Enhance Customer Value
    This report, which is based on the analysis of 163 articles from the most relevant empirical literature on the subject, offers a number of practical recommendations to business leaders embarking in CSR programs for their companies. (Director Notes, February 2011)
  57. Investing in Profitable Customer Relationships

    Companies are discovering that loyal customers are profitable customers. The challenge is deiciding which customers and products to invest in when looking to increase loyalty.

    (Research Report, October 1997)
  58. 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)
  59. Investor Engagement in Europe in the Wake of the Shareholder Rights Directive Implementation
    This report briefly outlines major governance issues that, in light of the new legal and economic environment, the boards of European public companies should consider, especially in connection with their general meetings. (Director Notes, April 2010)
  60. 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)
  61. 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)
  62. Is Age Really Just a Number? Investigating Approaches to Employee Engagement
    Regardless of whether there are too few people or too few jobs, one thing doesn’t change: the need to recruit and retain talent that distinguishes an organization. (Research Report, July 2010)
  63. Is Age Really Just a Number? Investigating Approaches to Employee Engagement

    To be any good at all, an employee engagement strategy has to capture the real concerns of employees.

    (Key Findings, July 2010)
  64. 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)
  65. 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)
  66. 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)
  67. 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)
  68. 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)
  69. Issues in Intangibles, Vol.1 No. 2, Spring 2012
    Intangible assets are key to competitiveness in the knowledge economy. In this edition of Intangibles Quarterly, Professor Baruch Lev discusses how a firm can keep effective records of intangible assets and how they may affect decision making. (Periodical, May 2012)
  70. 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)
  71. 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)

J

  1. "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)
  2. 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)
  3. Job Satisfaction: 2012 Edition

    Respondents to the 2011 version of The Conference Board Job Satisfaction Survey indicated higher levels of job satisfaction for the first time since the recession began in 2008.

    (Research Report, June 2012)
  4. 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)

K

  1. 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)
  2. Keeping the Talent Pipeline Filled in the Energy and Utility Industries
    An in-depth look at how utility and natural resource companies are recovering from the power outages and scandals over recent years, in the face of losing the expertise of mature workers as they retire. (Research Report, July 2004)
  3. 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)
  4. Know Your Shareholders: The Use of Cash-Settled Equity Derivatives to Hide Corporate Ownership Interests
    Regulators across Europe are increasingly aware of the effects of hidden ownership, where investors use cash-settled equity derivatives to eschew disclosure rules while building up stakes in public corporations. (Director Notes, July 2010)
  5. Knowledge Management: Becoming an E-Learning Organization

    Information technology plays a major role in facilitating the growth of knowledge management, yet surprisingly few companies use enterprise-wide knowledge management programs or employ a chief knowledge officer.

    (Research Report, December 2000)

L

  1. 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. (Research Report, May 2009)
  2. 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)
  3. 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)
  4. 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)
  5. 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)
  6. Leadership Development in Asia-Pacific: Identifying and Developing Leaders for Growth
    This report is based on The Conference Board Working Group on Leadership Development in Asia-Pacific, a survey of 55 organizations, and The 2005 Asia-Pacific Leadership Development Conference held in June 2005. (Research Report, March 2006)
  7. 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)
  8. Leadership, Governance, and Accountability: A Pathway to a Diverse and Inclusive Organization

    Diversity is not just about hiring people who are different, but about linking their perspectives with business strategy for competitive advantage.

    (Research Report, August 2008)
  9. 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)
  10. 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)
  11. Let Your People Go
    Our thinking about employee retention is too often simplistic and narrow. (The Conference Board Review, October 2012)
  12. Leveling the Playing Field: Attracting, Engaging, and Advancing People with Disabilities

    The  median income for people with disabilities is less than half that of people without disabilies, despite significant federal legislation. This report addresses how to overcome this disparity.

    (Research Report, February 2013)
  13. 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)
  14. 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)
  15. Link Between Corporate Citizenship and Financial Performance

    Does playing the good corporate citizen help your organization? This report finds: Sometimes.

    (Research Report, February 1999)
  16. Link Between Corporate Governance & Performance
    Does the way a company is governed affect its performance? Find out in this report. (Research Report, May 1998)
  17. Link Between Corporate Governance and Performance: Year 2000 Update

    One question often asked about current corporate governance activities is how such activities affect the level of corporate perfomance. According to one study, the answer is “not much.”

    (Research Report, August 2000)
  18. 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)
  19. 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)
  20. Linked World: How ICT is Transforming Societies, Cultures and Economies
    This report is based on a two-year global research project with the Telefónica Foundation. It aggregates several studies on how information and communication technology has affected societies, economies, cultural relationships, and human interaction. (Research Report, October 2011)
  21. Linking Executive Compensation to Sustainability Performance
    This report discusses efforts by some companies to incorporate sustainability performance into executive compensation schemes, and provides an overview of recent shareholder proposals filed on this topic. (Director Notes, May 2012)
  22. Long Soft Fall in Chinese Growth: Business Realities, Risks, and Opportunities
    China's economy growing by leaps and bounds is a thing of the past. How should multinational corporations adjust their investment and market strategies and prepare their organizations for sustaining and driving growth in this time of unprecedented change? (Key Business Issues, October 2014)
  23. Long Soft Fall in Chinese Growth: White Paper

    Presented here with thorough detail and analysis are the trends, dynamics, and factors of the slowdown; China’s productivity crisis; the necessary policy reforms; and near-, medium-, and long-term projections for the MNC operating environment.

    (Key Business Issues, October 2014)
  24. 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)
  25. 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)

M

  1. A Marketer's Guide to Discretionary Income

    About 73 million households in the United States have some discretionary income at their disposal, up from nearly 57 million in 2002.

    (Research Report, November 2007)
  2. A More Timely and Useful Index of Leading Indicators
    by Robert H. McGuckin, Ataman Ozyildirim and Victor Zarnowitz, February 2003. - EPWP #03 - 01 (Economics Program Working Paper Series, February 2003)
  3. 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)
  4. 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. (Research Report, April 2004)
  5. 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)
  6. 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)
  7. 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)
  8. 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)
  9. Making the Business Case for Corporate Philanthropy
    This report discusses the issues surrounding corporate philanthropy and provides practical recommendations to companies and boards for increasing the accountability and transparency of corporate giving programs. (Director Notes, August 2011)
  10. 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)
  11. Making the Most of the Information Age: Productivity and Structural Reform in the New Economy
    Using new, internationally comparative evidence, this study examines the patterns of information and communication technology diffusion across advanced industrial economies. (Research Report, October 2001)
  12. 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)
  13. Management Challenges in a Changed World
    Based on key issues identified by members of the executive Council program. (Executive Action Report, October 2001)
  14. 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)
  15. 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)
  16. 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)
  17. 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)
  18. 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)
  19. 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)
  20. Managing Culture in Mergers and Acquisitions
    This study of cultural issues is designed to provide executives with a range of ideas and practices to improve the management of mergers and acquisitions and to contribute to the overall success of post-merger integration. (Research Report, November 2001)
  21. Managing Customer Data for Strategic Advantage
    This report presents the findings of a recent survey of 45 companies on the goals, effectiveness, and importance of their customer data management programs. (Research Report, December 2003)
  22. Managing Diversity for Sustaining Competitiveness

    Companies have realized that diversity is beneficial to their bottom lines, will help them grow their business, and will help them remain competitive. Any diversity program requires C-suite support.

    (Research Report, September 1997)
  23. 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)
  24. 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)
  25. Managing Human Capital Risk
    This report presents the results of a survey of 161 companies on the state of their human capital risk assessment and management in answer to five key questions. (Research Report, July 2011)
  26. Managing Knowledge in the New Economy
    What is knowledge management? And why should your company be using it? Find out with this report. (Research Report, June 1998)
  27. Managing Reputation Risk and Reward

    After witnessing several companies take well-publicized hits to their reputations over the past few years, senior managers have started to pay greater attention to reputation risks.

    (Research Report, March 2009)
  28. Managing Reputation Risk and Reward
    This report examines the challenges companies face as they work to safeguard and enhance their reputations among customers, investors, employees, and other stakeholders. (Key Findings, April 2009)
  29. Managing Reputation with Image and Brands
    How can you take full advantage of one of your company's biggest assets? This report captures the experience of some of Europe and the United States' best known companies. (Research Report, April 1998)
  30. 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)
  31. 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)
  32. Managing and Measuring Return on Marketing Investment

    Measuring a company’s return on marketing investment is a young science, but the longer a company works at measuring MROI, the more successful it will be.

    (Research Report, October 2008)
  33. Managing for a Carbon-Concerned Future
    A Decision-Making Framework

    Kyoto Protocol or not, most U.S. companies are feeling pressure to measure their carbon footprints, and, for both financial and environmental reasons, to manage or lower their carbon emissions.

    (Research Report, May 2007)
  34. 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)
  35. Managing the Corporate Brand
    Companies want more out of their brand—and this report looks at successful methods for getting it. (Research Report, May 1998)
  36. Managing the Mature Workforce

    The maturing workforce is often seen as an issue instead of an opportunity. Companies willing to recruit and retain the members of this growing talent pool can benefit.

    (Research Report, July 2005)
  37. 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)
  38. Manufacturing In China Today: Employment And Labor Compensation
    by Judith Banister, November 2007. - EPWP #07 – 01 (Economics Program Working Paper Series, November 2007)
  39. 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)
  40. 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)
  41. 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)
  42. Maximizing Rotational Assignments: A Handbook for Human Resources Executives
    This handbook explores the dynamics at play in identifying and executing business unit, geographic, and staff-line rotations. (Research Report, June 2006)
  43. Measure of Success: Evaluating Corporate Citizenship Performance
    This report presents a discussion of the evolution of corporate citizenship and how the political debates surrounding the topic have influenced measurement practice. (Research Report, August 2005)
  44. Measuring Changes in Competitiveness in Chinese Manufacturing Industries Across Regions in 1995 – 2004: An Unit Labor Cost Approach
    by Vivian W. Chen, Harry X. Wu, Bart van Ark, June 2008. - EPWP #08 – 03 (Economics Program Working Paper Series, July 2008)
  45. Measuring Corporate Community Involvement: A Research Report

    Managers of contributions and community relations programs face pressures to prove how they add value to the business, and this pressure has caused some to explore new performance measurements.

    (Research Report, January 1997)
  46. Measuring More Than Efficiency

    While few companies use human capital measures to meet strategic targets, many predict they will do so in the near future. Implementing these processes will require overcoming some HR-based obstacles.

    (Research Report, January 2005)
  47. 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)
  48. Measuring Prices in a Dynamic Economy: Re-Examining the CPI
    Nine recommendations from a blue-ribbon panel of economists on how to improve the way that the Consumer Price Index tracks prices in our ever-evolving economy. (Research Report, October 1999)
  49. Measuring the Effects of Corporate Social Responsibility
    This report discusses a model for measuring the efficient and effective use of corporate resources allocated to CSR activities. (Director Notes, April 2011)
  50. Meeting the Challenge of Global Logistics
    As the entire world provides you with suppliers, your challenges—and opportunities—in logistics grow. Here's a look at what you can do. (Research Report, February 1998)
  51. Meeting the Challenges of a Dispersed Workforce: Managing Across Language, Culture, Time and Location

    Distance managers succeed when they develop, support, and advocate for employees they see rarely. A survey finds managers think they’re doing a better job at this than their employees do.

    (Research Report, November 2008)
  52. Meeting the Challenges of a Dispersed Workforce: Managing Across Language, Culture, Time and Location
    This Working Group Report discusses issues like payoff from effective distance management, and selecting and developing employees for distance work. (Key Findings, November 2008)
  53. 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)
  54. 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)
  55. 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)
  56. 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)
  57. 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)
  58. 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)
  59. 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)
  60. 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)
  61. Mismeasure of Work
    Where performance metrics go wrong. (The Conference Board Review, January 2011)
  62. 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)
  63. 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)
  64. 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)
  65. 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)
  66. 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)
  67. Modeling Trends, Cyclical Movements and Turning Points of the Chinese Economy
    by Ataman Ozyildirim and Harry Wu

    June 2013 - EPWP #13 – 02 (Economics Program Working Paper Series, June 2013)
  68. 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)
  69. 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)
  70. 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)

N

  1. 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)
  2. 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)
  3. 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)
  4. 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)
  5. Navigating Risk — The Business Case for Security

    Making the business case for investment in security is easiest in companies with the most to lose—large global operations, critical infrastructure industries— but security can add value to every company.

    (Research Report, October 2006)
  6. 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)
  7. New Career Paths for Science-Trained Professionals: A Progress Report on the Alfred P. Sloan Foundation’s Professional Science Master’s Degree Program
    This report describes a joint project of the Alfred P. Sloan Foundation and The Conference Board to help ensure that science and technology industries continue to constitute a highly promising sector for economic growth in the United States and worldwide. (Research Report, March 2003)
  8. New Corporate Reality: External and Market Considerations
    This report focuses on anticipating the requirements of the variety of shareholders and stakeholders—including government agencies, the press, and the general public—who will examine your offshoring operations. (Research Report, July 2005)
  9. 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)
  10. New Graduates' Workforce Readiness: The Mid-Market Perspective

    New graduates have major deficiencies in basic and applied skills such as communications and critical thinking, but they are better prepared in technology application and teamwork.

     

    (Research Report, February 2008)
  11. 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)
  12. 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)
  13. Next 90 Days
    Companies are increasingly looking beyond the short-term tyranny of the quarterly earnings report. (The Conference Board Review, April 2013)
  14. 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)
  15. No More Year in Paris?
    In today's corporate world, the traditional long-term international assignment is irrelevant. (The Conference Board Review, October 2011)
  16. North American Outlook 2002-2003
    The Conference Board’s economic forecasts for Canada, the United States, and Mexico in 2002-2003. (Research Report, May 2002)
  17. 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)
  18. 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)

O

  1. Offshoring Reaches the C-Suite
    This report distills findings and interpretations from the 2007/2008 Offshoring Research Network (ORN) survey. (Research Report, June 2009)
  2. Offshoring Reaches the C-Suite
    This report distills findings and interpretations from the 2007/2008 Offshoring Research Network (ORN) survey. (Key Findings, June 2009)
  3. Old and the New in the U.S. Economic Expansion

    How does the expansion of real economic activity in the United States since 1991 compare with its historical precedents in terms of length, strength, composition, and sources?

    (Economics Program Working Paper Series, January 2001)
  4. 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)
  5. 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)
  6. On the Measurement and Analysis of Aggregate Economic Activity for China: The Coincident Economic Indicators Approach
    by Feng Guo, Ataman Ozyildirim, Victor Zarnowitz, April 2008. - EPWP #08 – 01 (Economics Program Working Paper Series, April 2008)
  7. On the Record With.... Bertrand Collomb

    Bertrand Collomb, Chairman of the Board of Directors, Lafarge, France discusses the challenges to innovation in Europe and the rising risk of a backlash against free markets and globalization.

    (Executive Action Report, May 2006)
  8. On the Record With.... Dr. Gerhard Cromme

    Dr. Gerhard Cromme, Chairman of the Supervisory Board, ThyssenKrupp AG, Düsseldorf, Germany discusses market short-termism, mitigating risk through geographic diversity, and predicts that mergers and acquisitions will increase globally.

    (Executive Action Report, June 2006)
  9. 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)
  10. On the Record With.... Lim Chee-Onn
    An in-depth interview with Lim Chee-Onn, Executive Chairman, Keppel Corporation, Ltd., Singapore, on current forces in management and the marketplace and the trends he expects to face in the future. (Executive Action Report, May 2006)
  11. On the Record With.... Sajjan Jindal

    Sajjan Jindal, Vice Chairman and Managing Director of JSW Steel, Ltd.; Mumbai, India, explains his philosophy for corporate success, particularly the importance of maintaining a long-term business view in the face of short-term pressure.

    (Executive Action Report, June 2006)
  12. On the Record With....Daniel DiMicco

    Daniel DiMicco, CEO of Nucor Corporation, discusses, among other topics, the effects of consolidation in the steel industry and how to tap into the global workforce of the future.

    (Executive Action Report, January 2004)
  13. 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)
  14. 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)
  15. On the Record With...Nandan M. Nilekani

    Nandan M. Nilekani, CEO and co-founder, Infosys Technologies, Ltd., Bangalore, India discusses offshoring’s social impact, new outsourcing hotspots, and the distortions wrought by excessive compensation of top executives.

    (Executive Action Report, October 2004)
  16. On the Record With...Stan Shih

    Stan Shih, chairman, CEO, and founder of The Acer Group, discusses the inexorable movement toward outsourcing/offshoring and how integrity cannot be driven by regulation.

    (Executive Action Report, November 2004)
  17. 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)
  18. 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)
  19. 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)
  20. On the Record with Jouko Karvinen

    Jouko Karvinen, CEO, Stora Enso, Helsinki, Finland, a manufacturer of paper and board products, discusses succession management, innovation, eastern Europe as a supply source, and environmental concerns among customers.

    (Executive Action Report, June 2008)
  21. On the Selection of Leading Economic Indicators for China
    by Bill Adams, Pieter Bottelier, Ataman Ozyildirim, Jing Sima-Friedman, May 2010. - EPWP #10 – 02 (Economics Program Working Paper Series, July 2010)
  22. One Year After: The Leadership and Communication Dilemma of 9-11-02
    For corporate leaders on the anniversary of 9/11, listening may become more important than speaking. (Executive Action Report, August 2002)
  23. 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)
  24. 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)
  25. Organizing for Global Competitiveness

    Corporate headquarters (CHQ) has been termed the “leadership engine” of a business. In recent years, however, many corporations have moved toward a management model characterized by decentralization and self-governing entities.

    (Research Report, May 2001)
  26. Organizing for Global Competitiveness
    This overview summarizes four of the most popular reports in The Conference Board's series on global organization design. (Research Report, August 1996)
  27. Organizing for Global Competitiveness: The Corporate Headquarters Design

    How should you organize corporate headquarters to compete successfully around the world? This survey shows how 89 organizations do it.

    (Research Report, March 1999)
  28. 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)
  29. Outbound Mergers and Acquisitions by Indian Firms
    This report discusses the legal reforms implemented by the government to help facilitate overseas acquisitions by Indian firms, and the regulatory impediments that still exist to mergers and acquisitions by Indian firms. (Director Notes, May 2011)
  30. Outsourcing HR in the Power Utilities and Energy Industry
    This report looks at the direction HR outsourcing is taking via the cumulative results of 40 in-depth interviews with top HR and chief executives in the power and utilities industry. (Research Report, June 2004)

P

  1. 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)
  2. 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)
  3. 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)
  4. Part-Time Executive
    Many top executives, particularly in Europe, are working less and accomplishing more. (The Conference Board Review, January 2013)
  5. 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)
  6. Pay vs. Performance Disclosure: The Case for Prompt Attention
    The subject of pay versus performance disclosure is expected to take center stage in the upcoming proxy season. This report discusses the issues on which board members should promptly focus their attention. (Director Notes, November 2010)
  7. Peer Groups Understanding CEO Compensation and a Proposal for a New Approach

    The use of external peer benchmarking in setting executive compensation has contributed to the problem of high and rising pay in the United States.

    (Director Notes, April 2013)
  8. Performance 2000: Productivity, Employment, and Income in the World's Economies

    U.S. productivity growth in 2000 continues to outpace the rest of the world, while Europe, although making progress on employment growth, continues to experience decelerating productivity growth.

    (Research Report, March 2001)
  9. Performance 2002: Productivity, Employment, and Income in the World’s Economies
    This report compares productivity levels and growth rates of national economies and explains why Europe continues to lag behind the U.S. in per capita income, despite very comparable levels of productivity. (Research Report, March 2003)
  10. Performance 2004
    This year’s report - the fourth annual in the series - covers economic performance through the end of 2003 by comparing productivity levels and growth rates of national economies. (Research Report, May 2004)
  11. Performance 2005: Productivity, Employment and Income in the World’s Economies
    This is the fifth year The Conference Board has reported estimates of productivity per hour worked for major industrial economies and productivity per employee for a large set of countries. (Research Report, May 2005)
  12. Performance 2008: Productivity, Employment, and Growth in the World's Economies

    Productivity growth in the BRIC countries was four times that of the United States, Europe, and Japan in 2008, but productivity levels in established economies remain much higher—for now.

    (Research Report, March 2008)
  13. Performance 2011: Productivity, Employment, and Growth in the World's Economies
    This report takes a detailed look at the drivers of output growth, comparing the contributions of labor productivity and employment across years and across more than 100 countries. (Research Report, June 2011)
  14. 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)
  15. Performance Measurement During Merger and Acquisition Integration

    Most M&A transactions fail to live up to expectations, but companies that prioritize integration planning and target setting prior to closing are more likely to succeed than those that don’t.

    (Research Report, July 2000)
  16. Performance Mismanagement
    To get results, organizations should consider not measuring people by them. (The Conference Board Review, July 2013)
  17. Persistent Business Cycles and High Economic Growth: How to Explain Their Long Concurrence in Modern Capitalism?
    by Victor Zarnowitz, December 2007. - EPWP #07 – 03 (Economics Program Working Paper Series, December 2007)
  18. Perspectives on a Global Economy

    Real per-capita income worldwide has grown more than 2 percent per year on average since 1950, but the income gap between OECD countries and many poorer countries has increased.

    (Research Report, January 2000)
  19. Phased Retirement after the Pension Protection Act

    Phased retirement, strengthened by the 2006 Pension Protection Act, is a way for companies dealing with a mature workforce to maximize talent and minimize knowledge loss.

    (Research Report, March 2007)
  20. Philanthropy and Business: The Changing Agenda

    Responding to budgetary constraints and new directions from the CEO or the board, companies have adjusted their priorities for corporate giving to align their programs more closely with business needs.

    (Research Report, May 2006)
  21. 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)
  22. Poison Pills in 2011
    This report discusses new trends and provides guidance to boards considering whether to adopt a pill and how to formulate its terms. (Director Notes, March 2011)
  23. Political Money: The Need for Director Oversight

    After years of being overlooked, political spending is a regular part of companies’ agendas, and boards of directors must monitor risk and ensure ethical behavior or face potential severe consequences.

    (Executive Action Report, April 2008)
  24. Post-Merger Integration: A Human Resources Perspective

    Employees in both acquiring and acquired companies are the least visible constituency in the merger process, raising questions about assertions by top management that people are their most important assets.

    (Research Report, September 2000)
  25. Post-Merger Organization Handbook

    Your company's just been merged. Now how do you blend your staffs, operations, and resources to make it work? The answers are here.

    (Research Report, June 1999)
  26. Potential Cost and Value of ERM

    Many companies find the concept of enterprise risk management (ERM) appealing, but these companies are often hesitant to implement ERM because of the effort required.

    (Director Notes, March 2013)
  27. 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)
  28. Power of Marketing Innovation

    Will interactive marketing give your company the edge? Can you revive "lost" customers? These and other questions are answered in this report featuring the experience of Colgate-Palmolive, IBM, and Kodak, among others.

    (Research Report, March 1999)
  29. Precision Marketing: Five Ways to Make Better Marketing Investment Decisions

    As customers tune out the torrent of information and messages, traditional measures to determine the effectiveness of marketing campaigns are no longer reliable.

    (Executive Action Report, October 2008)
  30. Preparedness in the Private Sector

    No one standard for business preparedness has been widely adopted in the private sector, according to this survey of over 300 senior executives. Findings are broken down by size of business, type of ownership, and industry type.

    (Research Report, December 2008)
  31. Preparedness in the Private Sector - 2010
    This report analyzes the findings of a 2010 survey on business security, and compares them to findings from prior surveys in 2007 and 2009. In 2010 a component to measure integration of the security function with enterprise risk management was added. (Research Report, October 2010)
  32. Preparedness in the Private Sector - 2010
    This report analyzes the findings of a 2010 survey on business security, and compares them to findings from prior surveys in 2007 and 2009. In 2010 a component to measure integration of the security function with enterprise risk management was added. (Key Findings, October 2010)
  33. Preparedness in the Private Sector – 2011
    This report is based on a survey of executives regarding their companies’ resilience planning and security planning. The survey asked about companies’ levels of physical security, IT security, business continuity, crisis management, and pandemic planning. (Research Report, October 2011)
  34. Preparedness in the Private Sector: 2012 Report

    Coordinating with organizations that provide essential services, improving supply chain flexibility, and improving employees’ ability to recover from a disaster are essential to achieving organizational resilience.

     

    (Research Report, December 2012)
  35. Preparing for a Succession Emergency

    By integrating an emergency succession plan into their crisis management process, companies can determine their preparedness, identify a credible emergency successor, and increase their ability to smoothly manage the announcement.

    (Director Notes, February 2013)
  36. Preparing for the 2011 Proxy Season
    This report discusses the major likely characteristics of the 2011 proxy season as well as a number of practical recommendations to help boards take charge of corporate governance, improve communications, and manage relations with shareholders. (Director Notes, November 2010)
  37. 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)
  38. 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)
  39. Prioritizing Your Corporate University’s Development
    An effective corporate university program can provide a competitive advantage. (Executive Action Report, February 2012)
  40. Private Ordering and Proxy Access Rules: The Case for Prompt Attention
    This report focuses on advance-notice bylaws, director qualification bylaws (such as those setting age standards, term limits, or stock ownership requirements), conduct-of-meeting bylaws, and nominating committee charters. (Director Notes, December 2010)
  41. 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)
  42. Productivity and Global Competitiveness... Despite Cyclical Downturn, Structural Trends in Productivity Remain in Place Into 2003
    As the United States began to emerge from recession, labor productivity growth rebounded sharply in 2002. In Europe, however, it was another story—productivity growth slowed substantially. (Executive Action Report, January 2003)
  43. Productivity, Performance, and Progress: Germany in International Comparative Perspective
    This study argues that the key to a successful and sustainable growth strategy for any time and place is to find the optimal balance between labour productivity growth and labour input growth. (Research Report, August 2009)
  44. Productivity, Performance, and Progress: Germany in International Comparative Perspective
    This study argues that the key to a successful and sustainable growth strategy for any time and place is to find the optimal balance between labour productivity growth and labour input growth. (Key Findings, August 2009)
  45. Professionalization of Shareholder Activism in France
    This report summarizes notable activism developments in France and examines the phenomenon of professionalization with two recent examples: the Suez-Gaz de France and the Atos Origin cases. (Director Notes, February 2011)
  46. 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)
  47. Projecting Global Growth
    by Vivian Chen, Ben Cheng, Gad Levanon, Ataman Ozyildirim and Bart van Ark
    November 2012 - EPWP #12 – 02 (Economics Program Working Paper Series, November 2012)
  48. 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)
  49. Proxy Season 2012: The Year of Pay for Performance
    This report discusses the analytics and issues around pay for performance and suggests ways to analyze P4P alignment, counter negative proxy adviser recommendations, and draft proxies to obtain support for pay programs. (Director Notes, April 2012)
  50. Proxy Voting Analytics (2008-2012)

    The effects of say on pay on shareholder engagement, introduction of proxy access proposals, and resurgence of board declassification resolutions were the principal themes of the 2012 proxy season.

    (Research Report, January 2013)
  51. 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)
  52. 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)

R

  1. 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)
  2. 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)
  3. 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. (Research Report, March 2003)
  4. 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)
  5. 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)
  6. Reading the Tea Leaves: The Impact of China's Twelfth Five-Year Plan on Human Capital Challenges

    This report highlights the human capital aspects of the plan that will have the greatest impact on business. Our analysis suggests current labor projections need to be interpreted with caution.

    (Research Report, November 2012)
  7. 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)
  8. 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)
  9. 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)
  10. Real-Time Tests of the Leading Economic Index: Do Changes in the Index Composition Matter?
    by Robert H. McGuckin and Ataman Ozyildirim, June 2003. - EPWP #03 – 04 (Economics Program Working Paper Series, June 2003)
  11. 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)
  12. 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)
  13. Recent Changes in Europe’s Competitive Landscape and Medium-Term Perspectives: How the Sources of Demand and Supply Are Shaping Up
    by Bart van Ark, Vivian Chen, Bert Colijn, Kirsten Jaeger, Wim Overmeer, and Marcel Timmer
    March 2013 - EPWP #13 – 05 (Economics Program Working Paper Series, May 2013)
  14. 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)
  15. 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)
  16. Redefining the Employee Value Proposition: New Developments in Asia-Pacific

    Companies in Asia-Pacific who want to have a successful employee value proposition should embed corporate governance as well as diversity and inclusion policies into corporate culture.

    (Executive Action Report, February 2005)
  17. 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)
  18. Reducing US Greenhouse Gas Emissions: How Much at What Cost?

    The costs and benefits of various options to reduce greenhouse gas emissions in the U.S. are mapped in an effort to support policy design and inform strategy.

    (Research Report, November 2007)
  19. 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)
  20. 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. (Research Report, May 2003)
  21. 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)
  22. 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)
  23. Reporting on Corporate Sustainability Performance
    This report presents an analysis of 94 sustainability reports published by Canadian corporations in 10 sectors. The results reveal incredible diversity in the performance indicators disclosed, both across and within sectors. (Director Notes, October 2012)
  24. Reputation Risk: A Corporate Governance Perspective

    Corporate boards can and should assess their fiduciary responsibilities in the area of reputation risk management--and they should do it long before it's necessary. Here's how.

    (Research Report, December 2007)
  25. Resisting Corruption
    How Company Programs Are Changing

    This survey based report offers solutions for developing effective anti-corruption systems. (Research Report, November 2006)
  26. 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)
  27. Restoring Quality
    Subir Chowdhury implores America to change its mindset. (The Conference Board Review, May 2009)
  28. Restructuring Chinese Enterprises: Effects of Federalism and Privatization Initiatives on Business

    Although joining the WTO will most likely accelerate China’s liberalization, its ongoing transition to a market economy owes much of its success to market-enhancing federalism.

    (Research Report, January 2002)
  29. Restructuring for a Stronger European Union
    If European policymakers greatly step up reforms, will it enable the European Union to become “the most competitive and dynamic knowledge-based economy in the world” by the end of the decade? (Executive Action Report, August 2004)
  30. Retail Revolution - Can Europe Match U.S. Productivity Performance?

    U.S. retailers have been able to boost their operational effectiveness in a way that many European firms have not, mainly because of Europe’s regulatory obstacles and relatively slow pace of change.

    (Research Report, March 2005)
  31. Retaining Former CEOs on the Board
    What are the costs and benefits of retaining the former CEO on the board? This Director Notes discusses findings from an analysis of the determinants of the company's decision to offer board membership to the departing CEO. (Director Notes, October 2010)
  32. Review of Shareholder Proposals on Environmental Issues
    This report looks at shareholder proposals on environmental issues that were voted during the 2012 proxy season to determine which issues were most often brought to boards and which received the greatest support from shareholders. (Director Notes, October 2012)
  33. 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)
  34. Revisiting Justifications for Board Diversity
    This report examines empirical data on board diversity and finds that reliance on the business case has not translated into appreciable gains. As such, it suggests that moral and social rationales be reincorporated into strategies for advancing diversity. (Director Notes, November 2011)
  35. Revisiting Stock Market Short-Termism
    This report represents a unique consensus achieved at the Corporate/Investor Summit on stock market short-termism. (Research Report, April 2006)
  36. Revolution in Retail Trade

    Barcodes and universal product codes (UPCs) transformed retail trade in the 1990s; radio frequency identification looks as if it will be the next revolution.

    (Executive Action Report, April 2005)
  37. 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)
  38. 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)
  39. Right-Sizing Your Board of Directors—A Mid-Market Challenge
    (Executive Action Report, January 2011)
  40. Rising Wages: Has China Lost Its Global Labor Advantage?
    by Dennis Tao Yang, Vivian Chen, Ryan Monarch, March 2009. - EPWP #09 – 03 (Economics Program Working Paper Series, March 2009)
  41. Risk Matters: Why and How Corporate Boards Should Become Involved

    This report specifies how to solidify defenses against multiple types of risk, and the role of the board in turning separate risk strategies into one consolidated risk management program.

    (Research Report, March 2013)
  42. Risk Oversight Practices: Insights from Corporate Directors
    This survey based report highlights a set of concrete emerging best practices for Risk Oversight. (Director Notes, September 2010)
  43. Risk Oversight Practices: Two Success Stories
    This report explains how strong alignment of risk understanding and support from the board has been crucial to each company’s performance in challenging times. (Director Notes, January 2011)
  44. Risk Oversight: Should Your Board Have a Separate Risk Committee?
    This report explores the question of whether the board of directors should establish a separate risk committee, including the factors it must consider, and provides examples to clarify the role and responsibility of a separate risk committee. (Director Notes, January 2012)
  45. 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)
  46. 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)
  47. Risk in the Boardroom

    According to a 2012 survey, almost one-quarter of financial services companies have instituted a dedicated risk committee, compared to 5 percent of nonfinancial services companies and 3 percent of manufacturers.

    (Director Notes, May 2013)
  48. Risky Business
    Is Enterprise Risk Management Losing Ground?

    Companies are getting better at enterprise risk management, but they have a long way to go before ERM is embedded fully into corporate culture and becomes a real strategic tool.

    (Research Report, September 2007)
  49. Road to Sustainability: Business’ First Steps

    The essence of current sustainability thinking is ensuring the long-term survival of global society. What can individual companies do to contribute to the ultimate success of sustainability?

    (Research Report, January 2002)
  50. Roadmap for Strategic Energy Planning and Management

    Strategic energy management offers substantial potential financial returns as well as benefits ranging from improving operations effectiveness and reducing costs to expanding or establishing markets and improving stakeholder relations.

    (Research Report, July 2005)
  51. Role of B2B Exchanges and Implications for the Future
    This report provides an overview of B2B exchanges and implications for the future based current activities and projections by participants in the B2B process. (Research Report, August 2001)
  52. Role of Business in Society
    An Agenda for Action

    This report explores why the role of business in society is on the agenda of the Chief Executive and Board of leading international companies and what they can do about it. (Research Report, November 2006)
  53. Role of Business in Zones of Crisis
    Discusses what businesses can do in zones of conflict, the role of business in failing states, and how companies can contribute to a country's redevelopment. (Executive Action Report, February 2002)
  54. Role of CFOs in Material Accounting Manipulations
    This report investigates the factors that may lead a CFO to engage in accounting manipulations. (Director Notes, May 2011)
  55. 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)
  56. Role of U.S. Corporate Boards in Enterprise Risk Management

    Evolving legal developments make a robust ERM oversight process more important than ever for directors, who acknowledge in increasing numbers that overseeing risk is part of their role.

    (Research Report, June 2006)
  57. Role of the Board in Accelerating the Adoption of Integrated Reporting
    This report examines the concept of integrated reporting and its current state of adoption around the globe. (Director Notes, November 2011)
  58. Role of the Board in Fraud Risk Management
    This report discusses the role of the board in requiring, overseeing, supporting, and evaluating their organization's fraud risk management program. (Director Notes, October 2011)
  59. Role of the Board in Risk Oversight
    This is the first in a series of four studies developed in collaboration with Davis Polk & Wardwell to provide guidelines and examples to member companies of The Conference Board on emerging practices following the SEC enhanced disclosure reform. (Director Notes, August 2010)
  60. Role of the Board in Turbulent Times... CEO Succession Planning
    Management succession is one of the most critical strategic risks a corporation faces and a favorite topic of discussion on the role of the board in business crises. (Executive Action Report, August 2009)
  61. Role of the Board in Turbulent Times: Assessing Corporate Strategy
    This report provides U.S. Securities and Exchange Commission (SEC) reporting companies with a checklist of issues that their board members, in collaboration with top executives, should consider addressing. (Executive Action Report, January 2009)
  62. Role of the Board in Turbulent Times: Avoiding Shareholder Activism
    This report provides board members with a checklist of issues they should consider addressing in their relations with shareholders and, in particular, how to avoid a costly and disruptive battle with an activist investor. (Executive Action Report, April 2009)
  63. Role of the Board in Turbulent Times: Leading the Public Company to Full Recovery
    The Role of the Board in Turbulent Times offers corporate directors guidance on how to approach their oversight responsibilities during a period of financial distress. (Research Report, September 2009)
  64. Role of the Board in Turbulent Times: Overseeing Internal Investigations
    This report provides boards of directors of SEC-reporting companies with guidance to consider when confronting material evidence of internal misconduct or the prospect of investigations by the federal government or a self-regulatory organization. (Executive Action Report, February 2009)
  65. Role of the Board in Turbulent Times: Overseeing Risk Management and Executive Compensation

    Aside from a declining housing market, which remains a somewhat cyclical and unavoidable phenomenon—the problems faced today by some U.S. financial institutions are due to inadequate risk oversight.

    (Executive Action Report, December 2008)
  66. Role of the Board in Turbulent Times: Responding to Unsolicited Takeover Offers
    An overview of issues a board may consider in evaluating its corporation's governance profile, given the potential increase in unsolicited offers in the current market environment. (Executive Action Report, June 2009)
  67. Ron Brown Award for Corporate Leadership
    Based on the best practices of the winners of and exemplary candidates for the Ron Brown Award, 25 companies representing multiple approaches to employee support and corporate citizenship are presented. (Research Report, September 1999)

S

  1. A Slow Transition: Economist Bart van Ark sees global growth picking up speed—just not as fast as anyone wants.

    In a Q&A, Bart van Ark, chief economist of The Conference Board, discusses and expands on his 2014 global economic forecast.

    (The Conference Board Review, April 2014)
  2. 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)
  3. 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.

     

    (Executive Action Report, February 2006)
  4. SAP Implementation: Strategies and Results
    SAP can be a wonderful tool and a daunting challenge for a corporation. Here's the experience of more than 180 companies who've used SAP. (Research Report, July 1998)
  5. SEC Enforcement Actions against Outside Directors Offer Reminder for Boards
    This report discusses recent cases in light of the SEC’s historical position on offenses by outside directors and offers recommendations for how board members can mitigate their risks. (Director Notes, June 2011)
  6. SOP Drives Compensation Program Changes to Enhance Pay/Performance Link
    This report examines recent compensation program changes made by some Fortune 500 companies to enhance the link between pay and performance in preparation for their first say-on-pay votes, and provides recommendations for companies to consider. (Director Notes, September 2011)
  7. Safeguarding Intellectual Property and Addressing Corruption in the Global Supply Chain

    Third-party intellectual property compliance would benefit from a more formal process for risk assessments, due diligence, and auditing and monitoring to ensure consistent standards are used across the organization.

    (Research Report, December 2012)
  8. Safety, Health and Environmental Management Excellence Yields Business Benefit
    This report highlights the Environmental Health & Safety programs of two recent winners of The Robert W. Campbell Award. (Executive Action Report, May 2006)
  9. Salary Budgets Holding Steady
    A survey of HR executives of 441 companies reveals pay increases for most salaried workers will average only 3.5 percent this year and stay at that level through 2007. (Executive Action Report, June 2006)
  10. Salary Increase Budgets
    2002 increases fell in many industries; a rebound is projected for 2003. (Executive Action Report, June 2002)
  11. Salary Increase Budgets 2003-2004: Business Remains in a Cautious Mood
    With companies paying careful attention to controlling costs, median increases have moved significantly below 4 percent for the first time in a decade. (Executive Action Report, July 2003)
  12. Salary Increase Budgets 2004-2005: Despite Recovery, Mood Remains Cautious
    For a second straight year, median salary increases have dropped well below four percent even though U.S. business is rebounding. (Executive Action Report, June 2004)
  13. Salary Increase Budgets 2005-2006: With Recovery Leveling Off, Mood Remains Cautious
    Caution continues to be the prevailing mood when it comes to salary budgets, with continued attention paid to controlling costs. This is the third year in a row that median increases have fallen significantly below 4 percent. (Executive Action Report, May 2005)
  14. Salary Increase Budgets 2009: Financial Crisis Edition

    The continuing negative economic growth forecasted well into 2009 is having an impact on compensation decisions in real-time.

    (Executive Action Report, December 2008)
  15. Salary Increase Budgets Holding Steady for 2009

    Companies are responding to a sluggish economy by remaining disciplined on labor costs. Salary increase budgets for 2008 are below 4 percent and should remain near
    that level in 2009.

    (Executive Action Report, August 2008)
  16. Say on Pay in the 2011 Proxy Season: Lessons Learned and Coming Attractions for U.S. Public Companies
    This Director Notes reviews the results of the inaugural season of shareholder advisory votes under the Dodd-Frank Act through June 23, 2011 and offers recommendations for companies to consider in making their compensation and governance decisions. (Director Notes, July 2011)
  17. Scenario Planning for Human Resources and Strategic Workforce Planning

    Scenario planning can enhance the value of “basic” strategic workforce planning. Although it can't predict the future, scenario planning can help companies determine strategic options.

    (Research Report, May 2014)
  18. Security Metrics as a Management Tool

    Traditionally viewed as a cost, security is not merely risk avoidance. It lets companies measure and manage risk and adds value by, e.g., enabling firms to operate in new markets.

    (Executive Action Report, April 2008)
  19. 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)
  20. 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)
  21. 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)
  22. 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)
  23. Senior HR Executive Conference KeyNotes Report

    As older workers are retiring and new technologies are emerging, many companies are having a difficult time filling jobs because job applicants and current employees often lack the necessary skills.

     

    (Conference KeyNotes, June 2012)
  24. 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)
  25. Shaping a Superior Corporate Image
    These excerpts from discussions with CEOs and other pros show you how to grow a strong brand image and steer through a crisis. (Research Report, July 1996)
  26. Shared Services: Achieving Higher Levels of Performance
    Is shared services an idea whose time has come? Read how it's worked for these major organizations. (Research Report, March 1998)
  27. Shareholder Activism Report and Resource Portal
    The Shareholder Activism Report provides corporations with the tools required to understand their shareholder base, assess gaps and vulnerabilities that could make the company a target, and ultimately respond to possible requests for change. (Research Report, March 2010)
  28. 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)
  29. 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)
  30. 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)
  31. 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)
  32. Singapore Corporates and Investor Confidence
    This corporate governance handbook for directors and officers of corporations in Singapore is based on extensive research, seminars and focus group meetings, and personal interviews with senior executives in Singapore. (Research Report, January 2003)
  33. 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)
  34. 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)
  35. 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)
  36. 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)
  37. 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.

     

    (Executive Action Report, December 2006)
  38. 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)
  39. Some Recent Changes in Economic Growth, Cycles and Volatility
    by Ataman Ozyildirim and Victor Zarnowitz, January 2009. - EPWP #09 – 01 (Economics Program Working Paper Series, January 2009)
  40. Some Thoughts for Boards of Directors in 2011
    This report highlights a few of the more notable corporate governance issues that boards will face in 2011. (Director Notes, January 2011)
  41. 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)
  42. 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)
  43. Speed: Linking Innovation, Process and Time to Market

    How can companies leverage the networking opportunities afforded by web links to employees, customers, suppliers, and other partners, to work smarter, move faster, and gain competitive advantage?

    (Research Report, May 2000)
  44. 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)
  45. 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)
  46. 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)
  47. 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.

     

     

    (Executive Action Report, October 2006)
  48. StraightTalk®
    Global Economic Outlook 2013: Is the global economic speed limit slowing down?

    From The Conference Board Chief Economist. (StraightTalk®, November 2012)
  49. StraightTalk®
    Special Issue for All Members: Global Economic Outlook 2012

    From The Conference Board Chief Economist. (StraightTalk®, November 2011)
  50. 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)
  51. 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)
  52. 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. (Research Report, March 2004)
  53. 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)
  54. Strategic Human Capital Measures: Orientation, Accountability, and Communication

    Human capital measurement can be a vital, strategic tool for companies that use it as more than a mere scorecard and share HCM reports with all managers.

    (Research Report, June 2008)
  55. Strategic Leadership Development: Global Trends and Approaches

    The view of current global practices in leadership development and in-depth analysis of different regional leadership development approaches this report provides can help organizations improve their leadership development initiatives.

    (Research Report, June 2013)
  56. Strategic M&A:
    Creating Tools and Capabilities for Successful Integration

    This survey based report examines the procedures companies are currently using to pursue their M&A activities.

    (Research Report, May 2007)
  57. Strategic Opportunities in Community Activity
    Tie philanthropy to your corporate goals with the strategies presented in this report. (Research Report, April 1996)
  58. 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)
  59. Strategic Risk Management: A Primer for Directors
    This report describes the factors that are driving the need for board-level strategic risk management, outlines a strategic risk assessment process, and offers recommendations for integrating risk management in strategy execution and measurement. (Director Notes, July 2012)
  60. 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)
  61. 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)
  62. 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)
  63. 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)
  64. 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)
  65. 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)
  66. 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)
  67. 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)
  68. Strategic Workforce Planning across National Borders

    Strategic workforce planning can play a valuable role by questioning the unexamined assumptions that business leaders may be making about the availability, quality, cost, and mobility of talent in critical locations.

    (Research Report, July 2012)
  69. Strategic Workforce Planning in Global Organizations
    This report describes how SWP adds value by helping global companies make better business decisions. It details what it takes for companies to advance from a fledgling effort to a more robust version of SWP. (Research Report, January 2010)
  70. Strategic Workforce Planning in Global Organizations
    This report describes how SWP adds value by helping global companies make better business decisions. It details what it takes for companies to advance from a fledgling effort to a more robust version of SWP. (Key Findings, January 2010)
  71. Strategic Workforce Planning
    Forecasting Human Capital Needs to Execute Business Strategy

    This report is the culmination of presentations by workforce planning thought leaders and best practice organizations, a literature review, and company interviews of 20 companies, from which nine were chosen for detailed case studies. (Research Report, August 2006)
  72. 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)
  73. 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.

     

    (Executive Action Report, February 2006)
  74. 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)
  75. Structure of Business R&D: Recent Trends and Measurement Implications
    by Robert H. McGuckin, Robert Inklaar, Bart Van Ark, and Sean M. Dougherty, August 2004. - EPWP #04 - 01 (Economics Program Working Paper Series, August 2004)
  76. 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)
  77. 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)
  78. 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)
  79. 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)
  80. 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)
  81. Surprise! Chinese Consumers Are Not Americans: Savio Chan takes a close look at buying behaviors in the Far East

    In a Q&A, Savio Chan of US China Partners shares his insights on how American businesses can better connect with Chinese consumers.

    (The Conference Board Review, April 2014)
  82. Sustainability Business Case: A Model for Incorporating Financial Value Drivers

    Many past sustainability business case analyses have not effectively incorporated key financial value drivers into the discussion. Companies should consider a framework to link environmental actions to financial value drivers.

    (Director Notes, June 2013)
  83. 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)
  84. Sustainability Matters: Why and How Corporate Boards Should Become Involved
    This report highlights issues to consider when approaching the task of overseeing a sustainability strategy. (Research Report, October 2011)
  85. 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)
  86. 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)
  87. 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)
  88. 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)
  89. 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)
  90. Sustaining Customer Care in a Rapidly Changing Business World: A Snapshot of Practices
    This study attempts to gauge the fast-changing technologies and approaches taken in maximizing customer and, hence, corporate value. (Research Report, September 2003)
  91. 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. (Research Report, August 2002)
  92. 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)
  93. 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)

T

  1. 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)
  2. 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)
  3. Taking Offshoring to the Next Level: The 2009 Offshoring Research Network Corporate Client Survey Report
    This report provides an overview of how the practices associated with various forms of outside sourcing have changed over time. For example, it offers evidence of how companies that offshore innovation practices are no longer driven by cost cutting, but b (Research Report, January 2011)
  4. 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)
  5. 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.

    (Research Report, April 2005)
  6. 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)
  7. Technological Change and Earnings Polarization: Implications for Skill Demand and Economic Growth
    by David Autor, December 2008. - EPWP #08 – 07 (Economics Program Working Paper Series, December 2008)
  8. Technology, Productivity and Growth: U.S. and German Issues: Perspectives on a Global Economy

    Measured productivity growth has been sluggish since the start of the worldwide technology boom. So, have computers really helped improve productivity?

    (Research Report, December 1997)
  9. 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)
  10. 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)
  11. 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)
  12. 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)
  13. 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)
  14. Time Series Decomposition and Measurement of Business Cycles, Trends and Growth Cycles
    by Victor Zarnowitz and Ataman Ozyildirim, December 2001. - EPWP #01 - 03 (Economics Program Working Paper Series, December 2001)
  15. 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)
  16. Tomorrow Is Not Yesterday
    Commentary on the post-September 11th global economic environment. (Executive Action Report, October 2001)
  17. 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. (Research Report, November 2002)
  18. 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. (Research Report, November 2003)
  19. Top Executive Compensation in 2008

    This year’s Top Executive Compensation in 2008 provides extensive analysis of compensation by industry, revenue, and compensation type.

    (Research Report, December 2008)
  20. Top Executive Compensation in 2008 - Key Findings
    This piece summarizes the Top Executive Compensation Report - an annual report which provides and analyzes compensation data for the top five executives as reported in proxy tables based on the new SEC requirements of 2008. (Key Findings, December 2008)
  21. Total Factor Productivity among Cities in China: Estimation and Explanation
    by Yan Xu and Shu Yu
    June 2012 - EPWP #12 – 01 (Economics Program Working Paper Series, June 2012)
  22. Total Quality Journey

    Executives who attended The Regional Malcolm Baldridge Award conferences say the feedback they receive is worth more than winning.

    (Research Report, June 1997)
  23. 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)
  24. Towards Comprehensive Measurement of ICT’s Impact: Measuring the Impact of ICT on Health Care
    by Robbin te Velde, Jesse Bos, and Reg Brennenraedts, July 2011. - ICTLinkedWorld #4 (Economics Program Working Paper Series, July 2011)
  25. Transforming the HR Function for Global Business Success
    HR executives are ramping up to work with line managers on global business issues. Here's a look at what's happening. (Research Report, February 1998)
  26. Transforming the Supply Chain
    This report is based on a survey of supply chain executives, who comment on organizing for the supply chain effort, the role of suppliers, and the use of new technologies (including e-purchasing and B2B marketplaces). (Research Report, March 2002)
  27. Trapped on the Worker Treadmill?
    Why more U.S. workers than ever before are planning to delay retirement (Executive Action Report, January 2013)
  28. 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)
  29. 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)
  30. Trouble with Directors
    Neither inside nor outside directors can adequately represent shareholder interests. (The Conference Board Review, July 2011)
  31. 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)
  32. 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)
  33. Turning Skills Into Profit: Economic Benefits of Workplace Education Programs
    Employers report that at least one employee skill and one economic benefit is gained from the workplace education program. (Research Report, July 1999)

U

  1. U.S. Salary Increase Budgets for 2011
    U.S. salary increase budgets remain historically low—for the second straight year the median increase is 2.5 percent. (Research Report, July 2010)
  2. U.S. Salary Increase Budgets for 2010
    Salary increase budgets were hit hard in 2009. The good news for 2010 — budgets are projected to be higher. The bad news — the forecasted increase, at 3 percent, is the lowest in 25 years. (Research Report, August 2009)
  3. U.S. Salary Increase Budgets for 2010—Winter Update
    Revised projections for U.S. Salary increase budgets in 2010 have dipped below 3 percent for the first time in more than two decades, barely staying ahead of The Conference Board’s forecasted inflation rate. (Research Report, January 2010)
  4. U.S. Salary Increase Budgets for 2012
    The latest edition of The Conference Board survey of U.S. salary increase budgets found that these budgets will have a median increase of 3.00 percent in 2011. (Research Report, June 2011)
  5. U.S. Salary Increase Budgets for 2013

    Based on a sample of 316 companies, this edition of The Conference Board survey of U.S. salary increase budgets reveals a median increase of 3 percent, just like last year.

    (Research Report, June 2012)
  6. 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)
  7. 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)
  8. 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)
  9. 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)
  10. 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)
  11. Underpinnings of Corporate Governance Approaches and the Shareholder Value Model

    Although it has a rich history, the shareholder model of corporate governance may need to be adapted to address current criticisms.

    (Director Notes, July 2013)
  12. 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)
  13. Understanding Productivity Growth: Entry, Survival, and the Competitive Process

    Do new plants outperform old plants? According to analysis in this report, the answer is yes.

    (Research Report, February 1999)
  14. Understanding the People Factors in the Quest for Competitiveness
    Ultimately, corporate success comes down to your people. Here's a look at creating the right attributes in management and staff. (Research Report, July 1998)
  15. 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)
  16. 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)
  17. Universal Conduct: An Ethics and Compliance Benchmarking Survey
    This study documents the efforts of 225 companies to design, implement and monitor their compliance and risk assessment programs for effectiveness. (Research Report, September 2006)
  18. 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)
  19. Using Market Mechanisms in Environmental Regulation
    Will the market drive companies to "better" behavior regarding the environment? Here's a look at answers to that question. (Research Report, June 1998)
  20. Using Technology to Strengthen Employee & Family Involvement in Education
    Today's students are tomorrow's workforce and consumers. What can corporations do to help their education be productive? Here's some practical experience. (Research Report, October 1998)
  21. Using the Leading Credit IndexTM to Predict Turning Points in the U.S. Business Cycle
    by Gad Levanon, Jean-Claude Manini, Ataman Ozyildirim, Brian Schaitkin, and Jennelyn Tanchua
    December 2011 - EPWP #11 – 05 (Economics Program Working Paper Series, December 2011)

V

  1. 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)
  2. 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. (Research Report, May 2002)
  3. 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)
  4. Value of Training in the Era of Intellectual Capital

    Executives find that measuring the value of training to be very complex and say that the methods of measurement need to be both more flexible and precise.

    (Research Report, October 1997)
  5. 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. (Research Report, April 2003)
  6. 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)
  7. Valuing People in the Change Process

    Business leaders must wear many hats to manage change well; they must know if employees are change-oreinted and anticipate and prepare for the next big change.

    (Research Report, March 2000)
  8. 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)
  9. Voices of Experience: Mature Workers in the Future Workforce
    Presents the results of the Board's Life Planning Survey, which explored the retirement intentions and perspectives of 1645 employees aged 50 and above. (Research Report, November 2002)
  10. 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)

W

  1. "What Do You Make Here?"
    In Chinese import/export, it's all about getting customers in the door. (The Conference Board Review, May 2009)
  2. Watch What You Say!
    Business talk communicates less than you want—and more than you mean. (The Conference Board Review, January 2011)
  3. 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)
  4. Way Forward: A Primer on Conducting an Independent Investigation
    Internal investigations are an essential response amid allegations of corporate misconduct. This report discusses steps corporate management should take upon learning of such allegations and the decisions that must be made during an investigation. (Director Notes, February 2012)
  5. 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)
  6. Weights & Measures: What Employers Should Know about Obesity

    Corporate obesity-reduction programs are successful when employers display tact and sensitivity, but offering cash and prizes for pounds lost can work just as well.

     

    (Research Report, April 2008)
  7. Weights & Measures: What Employers Should Know about Obesity — Key Findings
    This report shines a spotlight on obesity, and offers some solutions, and the potential rewards and risks of taking action. (Key Findings, May 2008)
  8. 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)
  9. What Board Members Should Know About Communicating CSR
    This report discusses what to communicate (i.e., message content) and where (i.e., message channel), as well as the major factors (internal and external to the organization) that affect the effectiveness of corporate social responsibility communication. (Director Notes, March 2011)
  10. What Do Corporate Directors and Senior Managers Know about Social Media?
    This report provides insights into how senior-level decision makers in North American companies view social media, and offers recommendations for implementing a social media strategy that ties in with corporate strategy and risk management practices. (Director Notes, October 2012)
  11. 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)
  12. 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)
  13. What Role for the Private Sector in Public Statistics?
    by Robert H. McGuckin, August 2004. - EPWP #04 - 02 (Economics Program Working Paper Series, August 2004)
  14. What's Your Next Big Thing?
    Beyond the search for the really cool idea. (The Conference Board Review, April 2010)
  15. What's in a Day's Pay? SEC Proposes New Rules for Disclosing Executive Compensation

    The SEC’s proposed changes in reporting executive compensation including having proxy statements publish a dollar figure representing an executive’s total pay, including perks.

    (Executive Action Report, February 2006)
  16. What's the Story?
    Narrative, character, drama—Peter Guber knows how to get your attention. (The Conference Board Review, April 2011)
  17. 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)
  18. When a Whistleblower Makes the Call
    The ways in which employers show whistleblowers their lack of appreciation. (The Conference Board Review, July 2011)
  19. 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)
  20. When the Debt Incurred in a Cash Merger Causes the Target to Fail: Protecting Target Directors
    This report describes the potential liability directors may face if they approve a cash merger financed in substantial part through borrowing and the target company fails. It also offers steps directors can consider to help mitigate that risk. (Director Notes, September 2012)
  21. 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)
  22. 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)
  23. 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)
  24. 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)
  25. Where Will the Jobs Go?
    Technology may soon make obsolete factory workers, professors, nurses, and Teamsters. (The Conference Board Review, July 2013)
  26. Wherefore Art Thou, Brand?
    Adjusting to marketing's new realities. (The Conference Board Review, January 2009)
  27. 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)
  28. Who Wants to Be a Manager?
    Why we promote the wrong people and then complain when they fail. (The Conference Board Review, October 2011)
  29. 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)
  30. 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)
  31. Why All the Uncertainty, Fear and Doubt? Are Mergers and Acquisitions Bad for Workers?
    This study examines the effects of ownership changes on employment, wages, and plant closing for the entire U.S. manufacturing sector for the period 1977-1987. (Research Report, June 2001)
  32. 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)
  33. 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)
  34. 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)
  35. 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)
  36. 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)
  37. 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)
  38. 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)
  39. 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.

     

    (Executive Action Report, July 2003)
  40. 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
    opportunities.

    (Executive Action Report, June 2007)
  41. Women in Leadership: A European Business Imperative
    When an organization puts women in key leadership positions they become a magnet for talented women and men. (Executive Action Report, July 2002)
  42. 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)
  43. 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)
  44. 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)
  45. Women on Boards: Review and Outlook
    This report examines the prevalence of women directors in the Fortune 1000 and an additional 1,000 midcap companies and offers recommendations for boards looking to recruit women directors and for women interested in serving on boards. (Director Notes, May 2012)
  46. 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)
  47. Women’s Leadership Conference KeyNotes Report

    Having more women in leadership roles is a competitive advantage, but much of the potential represented by women’s talent remains unrealized.

    (Conference KeyNotes, August 2012)
  48. Work-Life Initiatives in a Global Context
    This report, based on the 1999 Work and Family conference in New York, evaluates how this strain affects workers and businesses on a global level. (Research Report, June 1999)
  49. 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)
  50. Workforce Diversity and Productivity: An Analysis of Employer-Employee Match Data

    Arguments in support of workplace diversity suggest that we are a better society when we work together, but the actual economic costs and benefits to workforce diversity are unclear.

    (Economics Program Working Paper Series, April 2001)
  51. Workforce Readiness Initiative

    When it comes to improving workforce readiness and education, the public and private sectors must work to rebuild trust and remove the lens of suspicion through which they view each other.

    (Research Report, October 2007)
  52. 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)
  53. 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)
  54. 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)
  55. 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)
  56. 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)
  57. 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)
  58. 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)
  59. 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)
  60. 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)
  61. 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)

d

  1. dynamics of spatial agglomeration in China: an empirical assessment
    by Ana Isabel Moreno-Monroy, December 2008. - EPWP #08 – 06 (Economics Program Working Paper Series, December 2008)