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Public companies are often described as being owned by many people and managed in a fair and independent way. But Alight shows something different. Many people may own shares, but real power is held by a small group of large investors. These investors have most of the voting power. In June 2026, Alight made an important change. Shareholders approved a new system where directors are elected every year. This change is important because it shows how decisions are really made.

The 2026 proxy season looked like a slowdown—but it wasn’t. Fewer proposals, declining ESG momentum, and a major SEC shift quietly reshaped how shareholder governance actually works.

For decades, you could build companies in America without saying who really owned them. That era is ending. The latest court ruling on the Corporate Transparency Act doesn’t just validate a law—it redefines accountability in modern markets.

Citigroup’s tokenized private shares platform uses blockchain and digital depositary receipts to expand access to private markets, offering a new model for investing in private companies before IPO.

Starbucks Japan’s IPO highlights important questions in corporate strategy, strategic options, and capital allocation. The case shows how boards and executives can evaluate growth, ownership structure, market positioning, and long-term value creation.

Glass Lewis recommends that Toho Holdings shareholders vote AGAINST its proposed poison pill, citing “substantial governance concerns” and questioning whether the measure is in shareholders’ best interests. This vote highlights a broader issue in corporate governance: the balance between board control and shareholder rights.

H.B. Fuller’s pursuit of Advanced Medical Solutions Group, or AMS, is not just an acquisition story. It is a corporate governance story about board oversight, leverage, and capital allocation discipline. Reuters reported that H.B. Fuller submitted an all-cash proposal on April 30, 2026, and had until June 18, 2026, under U.K. takeover rules to make a firm offer or walk away. Ancora says the move conflicts with a deleveraging-first posture. H.B. Fuller says disciplined M&A and

Yes—Heineken’s CEO search is best understood as a corporate governance decision, not just a management transition. The central issue is whether the board should preserve its tradition of promoting insiders or appoint an external CEO in response to investor pressure for change. That makes the story especially relevant for boards thinking about succession planning, leadership evaluation, and how governance should respond when long-standing company norms collide with shareholder