πŸ›οΈ Corporate Governance

Definition: The system of rules, practices, and processes by which a company is directed and controlled. It balances the interests of a company’s many stakeholders β€” shareholders, management, customers, suppliers, financiers, government, and the community.

Key courses: Wharton LGST 611, HBS FRC, Columbia CBS


πŸ”‘ The Agency Problem

At the heart of corporate governance is the principal-agent problem:

  • Principals (shareholders) own the company
  • Agents (managers) run it on their behalf
  • Their interests don’t always align

Problems that arise:

  • Managers pursue empire-building vs. shareholder returns
  • Excessive executive compensation
  • Short-termism (hit quarterly EPS, not build long-term value)
  • Insider trading and self-dealing
  • Entrenchment (resisting value-creating M&A)

Jensen & Meckling (1976): Agency costs = monitoring costs + bonding costs + residual loss


🏒 The Board of Directors

The board is the primary governance mechanism β€” elected by shareholders to oversee management.

Board Structure

ElementDescription
Chairman vs. CEOShould they be split? (Yes β€” better independence)
Independent directorsNot employed by company; provide objective oversight
Inside directorsExecutives who sit on board
Board size7–15 members is typical; too large = ineffective
Key committeesAudit, Compensation, Nominating/Governance

What Good Boards Do

  • Hire, evaluate, and fire the CEO
  • Set executive compensation
  • Oversee financial reporting (audit committee)
  • Approve major strategic decisions (M&A, capex)
  • Ensure legal and regulatory compliance

πŸ’° Executive Compensation

One of the most contentious governance issues:

Pay Components

ComponentPurposeRisk
Base salaryAttract and retainNo performance link
Annual bonus (cash)Short-term performanceMyopic decision-making
Long-term incentives (LTI)Align with shareholdersComplex, gaming risk
Stock optionsReward stock appreciationIncentivize risk-taking
Restricted stock units (RSU)Retention and ownershipMay vest even with poor performance

CEO Pay Ratio (US public companies, required disclosure since 2018):

  • Median CEO pay: 300–400Γ— median worker pay
  • Has grown from ~20Γ— in 1965 β†’ ~300-400Γ— today (Economic Policy Institute)

Say-on-Pay

  • Shareholders vote (non-binding in US) on executive pay packages
  • Growing norm: >70% approval needed to avoid controversy

πŸ“Š Governance Mechanisms

MechanismHow It Works
Board oversightIndependent directors monitor management
Shareholder votingAnnual meeting votes on directors, major decisions
Activist investorsHedge funds pressure boards for change
Proxy advisorsISS, Glass Lewis advise shareholders on votes
Executive compensationAlign manager pay with shareholder outcomes
AuditorsExternal verification of financial statements
RegulatorsSEC, NYSE/NASDAQ listing standards
Market for corporate controlTakeover threat disciplines management

⚠️ Famous Governance Failures

CompanyFailureConsequence
Enron (2001)Board approved fraudulent SPVs; auditor (Arthur Andersen) complicitBankruptcy; Sarbanes-Oxley Act passed
WorldCom (2002)$11B accounting fraud; board asleepBankruptcy
Lehman Brothers (2008)Board didn’t understand risk; excessive leverageBankruptcy; financial crisis
Boeing 737 MAX (2019)Board prioritized profitability over safety culture346 deaths; $20B+ in costs
Theranos (2015–2018)Board of luminaries but no medical/tech expertiseCriminal fraud; Elizabeth Holmes convicted

Post-Enron Reform: Sarbanes-Oxley Act (2002) β€” CEOs/CFOs must certify financial statements; audit committee must be fully independent.


πŸ”— Connected Concepts


← βš–οΈ Ethics & ESG MOC | Related: Stakeholder Theory Β· ESG Ratings Β· LBO Model