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DGB Investment says Ethan Allen is an undervalued brand trapped by stagnation. Management argues the company is executing a successful long-term strategy. Investors must decide which vision defines the future.

For most of the internet era, customer data was valuable because it helped companies understand consumers. In the AI era, work data may become equally valuable because it captures how humans create knowledge, make decisions, and solve problems.

Excerpt Wendy’s is in the middle of a turnaround after reporting declining sales, falling customer traffic, and weaker franchisee economics. But the real story may be its ownership. Trian Fund Management and BlackRock together own roughly 30% of Wendy’s. Trian is known for pushing companies to improve performance, while BlackRock focuses on accountability and long-term value creation. Together, they create a powerful combination of pressure and oversight.

GameStop's reported decision to reconsider its $56 billion eBay acquisition may be the most important governance development in the story so far. As Ryan Cohen explores alternatives to a full takeover, the debate has shifted from financing a massive acquisition to a more fundamental question: Does GameStop need to own eBay to create value? The answer could become a case study in disciplined capital allocation.

3M spun out Solventum to create a more focused healthcare company. Now Solventum is preparing to spin out or sell a major business of its own. Here's how shareholder expectations, corporate governance, and activist investor Trian Fund Management helped drive the company's latest strategic move.

Amgen's cyberattack involving stolen patient health information raises critical questions about healthcare cybersecurity, unauthorized access, cloud security, AI governance, and AI-driven threats (AI-DT). This article explores what happened, how similar breaches have affected companies like Novo Nordisk and Change Healthcare, and what healthcare organizations can do to better protect sensitive data.

China has become the world’s most important test case for the future of cars. Tesla, Porsche, Volkswagen, GM, Honda, Nissan, BMW, and Mercedes-Benz are all facing pressure as Chinese automakers gain share with faster product cycles, lower prices, stronger software, and more locally tailored electric vehicles.

P&G is returning to a familiar governance model: one person serving as both Chairman and CEO, supported by a Lead Independent Director and a board rich in CEO and CFO experience. The real question is whether Joseph Jimenez and the independent directors can do more than oversee Shailesh Jejurikar. They must also add value.

AI is changing the board agenda, but not in the way many directors think. The challenge isn't simply cybersecurity. It's understanding three separate oversight responsibilities: protecting the enterprise from cyber risk, creating value through responsible AI governance, and managing a new generation of AI-driven threats. Boards that distinguish these conversations will make better decisions and avoid one of the most overlooked governance risks today.

Big companies are hiring again, even after years of predictions that artificial intelligence would reduce the need for human workers. Why? The answer may lie in a critical distinction: AI's greatest impact may not be replacing employees, but amplifying them. As workers become more productive, companies can pursue new opportunities, expand into new markets, and serve more customers. The future of work may belong not to AI alone, but to organizations that successfully combine t

Genesco’s proxy fight with the Radoff–Jumana Group tested whether an activist playbook—stake-building, governance pressure, capital allocation criticism, and board nominees—could beat a turnaround story. Shareholders chose Genesco’s Footwear First strategy, but now the company must prove the vote of confidence was deserved.

Texas Stack = Headquarters, corporate charters, and capital markets in Texas When Tesla moved its headquarters from California to Texas, many observers viewed it as a Silicon Valley story. When Oracle followed, it looked like a technology-sector trend. When Chevron left California, Caterpillar left Illinois, and Samsung recently announced it would move its U.S. headquarters from New Jersey to Plano, Texas, it became clear that something much larger was happening. Texas is no

In 2010, Stripe was founded to solve a problem that PayPal hadn't solved well for developers. By 2026, Stripe had reportedly become valuable enough to help finance a $53 billion bid for PayPal itself. This is the story of how the challenger became the acquirer—and why the deal is really about owning both the merchant and consumer sides of internet commerce.

What does it take to complete a $14.8 billion global acquisition in 2026? The proposed Uber–Delivery Hero transaction offers an answer. From board negotiations and institutional shareholder support to antitrust scrutiny and third-party asset carve-outs, the deal illustrates how major M&A transactions are increasingly structured and governed.

Volkswagen is cutting up to half of its vehicle lineup, but the real story is what happened in the boardroom. The July 9 Supervisory Board meeting may have approved the first phase of Volkswagen's transformation—while leaving the most difficult decisions for another day.

On July 9, 2026, the U.S. Securities and Exchange Commission (SEC) issued guidance that could change how activist investing works in America. The guidance says that certain investors who fund activist campaigns must be identified in regulatory filings rather than remaining behind the scenes.¹ At first glance, this may sound like a technical regulatory update. It is not. The SEC’s guidance goes to the heart of a simple question: If investors are trying to influence the fut

Volkswagen’s supervisory board rejected management’s broader restructuring proposal by a 12–7 vote. The meeting highlighted a question increasingly confronting large industrial companies: how can organizations balance the interests of employees, investors, communities, and governments while responding to rapidly evolving global competition.

Why are fewer companies going public? While regulatory burdens often receive much of the attention, the reality is more complex. Today’s companies have access to vast pools of private capital and attractive acquisition opportunities, allowing them to stay private longer or sell before reaching public markets. SEC Chair Paul Atkins argues that revitalizing public markets is important because IPOs historically gave everyday investors access to the growth of America’s most succe

Short answer: BP’s recent leadership changes appear to be a combination of CEO succession, board-level governance changes, and executive-team restructuring. While the public record does not establish a major strategic conflict or boardroom battle, the concentration of leadership changes across multiple levels of the company has attracted attention from governance observers and investors. [en.wikipedia.org], [marketwatch.com] What Happened to BP’s Leadership Since Late 2025? D

What investors, directors, executives, and MBA students can learn from one of the most fascinating corporate strategy stories in modern communications. Executive Summary In June 2026, DISH DBS Corporation filed for Chapter 11 bankruptcy protection while its parent company, EchoStar Corporation, remained outside bankruptcy. EchoStar stated that its brands, customers, operations, and employees would continue operating normally. [cases.ra.kroll.com], [hbs.edu] At first glance, t