Last week brought yet another long, exhaustive, and exhausting catalogue of "governance priorities", this time from prominent boardroom attorney Holly Gregory. She scolds, gently, investors for our activist proclivities, and urges us to "apply a long-term value approach", "vote on a company-specific basis where possible," and "focus on core issues." All worthy goals.

Her priorities, and those of most corporate partisans, revolve around empty platitudes like "monitoring company performance" and "preparing for a crisis." Between the seven "key areas" and 25 (count 'em) "challenges", we can't figure out the "priorities".  

There are two-and-a-half governance priorities, and only two-and-a-half, that matter to investors, this year and probably for many years after. We explain them in a current blog post.

Previous blog posts

Apple's Cash, an Accounting (February 11, 2014)

Herbalife May Be a Great Trade, But It's Not an Activist Investment (February 4, 2014)

Why Does Carl Icahn Bother With Nonbinding Proposals? (January 28, 2014)

Proxy Access Plods Along (January 21, 2014)