Corporate boards tend to be very stable organizations, generally with little director turnover from year to year. However, there are scenarios in which boards are created essentially from scratch or must be aggressively reinvented — when a company is taken public, spun off from a parent or rebuilt after bankruptcy or a crisis.
These situations provide the rare opportunity to shape the composition of the board to reflect the direction, challenges and opportunities of the new or reinvented company. These new boards should be consciously and carefully constructed with the particular focus of creating a board capable of guiding the new entity.
See full Article: http://www.spencerstuart.com/research/articles/1429/
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