LEADER 03719nam 2200589 450 001 9910465875403321 005 20200520144314.0 010 $a0-231-54356-5 024 7 $a10.7312/mill18134 035 $a(CKB)3710000000978780 035 $a(MiAaPQ)EBC4749062 035 $a(DE-B1597)478175 035 $a(OCoLC)979953916 035 $a(DE-B1597)9780231543569 035 $a(PPN)233902236 035 $a(Au-PeEL)EBL4749062 035 $a(CaPaEBR)ebr11527197 035 $a(EXLCZ)993710000000978780 100 $a20160908h20172017 uy| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 14$aThe activist director $elessons from the boardroom and the future of the corporation /$fIra M. Millstein 210 1$aNew York :$cColumbia University Press,$d[2017] 210 4$dİ2017 215 $a1 online resource (240 pages) $cillustrations 225 1 $aColumbia Business School publishing 300 $aIncludes index. 311 $a0-231-18134-5 327 $aA mess that can't be fixed? -- The board-centric imperative -- Revolt in the boardroom: the story of General Motors -- General Motors as catalyst -- Drexel: the most feared firm on Wall Street -- Dead broke: New York City's 1970s fiscal crisis -- Lights out: the Con-Ed blackout -- Shedding light on shadow government in New York State -- Planned Parenthood: a corporate governance success story -- Conclusion. 330 $aSome of the worst corporate meltdowns over the past sixty years can be traced to passive directors who favored operational shortcuts over quality growth strategies. Thinking primarily about placating institutional investors, selective stockholders, proxy advisors, and corporate management, these inattentive and deferential board members have relied on short-term share price increases to sustain their companies long term. Driven by a desire for prosperity, not posterity, these actions can doom any company. In The Activist Director, attorney Ira M. Millstein looks back at fifty years of counseling companies, nonprofits, and governments to actively govern their corporations and constituencies. From the threat of bankruptcy and the ConEd blackout of 1970s New York City, to the meltdown of Drexel Burnham Lambert in the late 1980s, to the turnaround of General Motors in the mid-1990s, Millstein takes readers into the boardrooms of several of the greatest catastrophes and success stories of America's best-known corporations. His solution lies at the top: a new breed of activist directors who partner with management and reject short-term outlooks, plan a future based on growth and innovation, and take responsibility for corporate organization, strategy, and efficiency. What questions should we ask of potential board members and how do we know they'll be active? Millstein offers pragmatic suggestions for recruiting activist directors to the boardroom to secure the future of the corporation. 410 0$aColumbia Business School series. 606 $aBoards of directors$zUnited States 606 $aDirectors of corporations$zUnited States 606 $aCorporate governance$zUnited States 606 $aCorporations$xInvestor relations$zUnited States 608 $aElectronic books. 615 0$aBoards of directors 615 0$aDirectors of corporations 615 0$aCorporate governance 615 0$aCorporations$xInvestor relations 676 $a658.4/22 700 $aMillstein$b Ira M.$0719251 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910465875403321 996 $aThe activist director$92482767 997 $aUNINA