{"version":"1.0","provider_name":"30th Annual Stanford Directors&#039; College","provider_url":"https:\/\/conferences.law.stanford.edu\/directorscollege2025","author_name":"jcarian","author_url":"https:\/\/conferences.law.stanford.edu\/directorscollege2025\/author\/jcarian\/","title":"Board Succession Planning: Composition, Director Independence, and Effective Evaluations - 30th Annual Stanford Directors&#039; College","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"ESSNMCxGiV\"><a href=\"https:\/\/conferences.law.stanford.edu\/directorscollege2025\/sessions\/breakout_tuesday_2a\/\">Board Succession Planning: Composition, Director Independence, and Effective Evaluations<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/conferences.law.stanford.edu\/directorscollege2025\/sessions\/breakout_tuesday_2a\/embed\/#?secret=ESSNMCxGiV\" width=\"600\" height=\"338\" title=\"&#8220;Board Succession Planning: Composition, Director Independence, and Effective Evaluations&#8221; &#8212; 30th Annual Stanford Directors&#039; College\" data-secret=\"ESSNMCxGiV\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script>\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n\/\/# sourceURL=https:\/\/conferences.law.stanford.edu\/directorscollege2025\/wp-includes\/js\/wp-embed.min.js\n<\/script>\n","description":"The focus on board composition and director performance remains strong, even in the new environment for shareholder engagement and with recent executive orders challenging corporate diversity, equity, and inclusion (DEI) policies. With the rise of activist investors focused on individual directors under the universal proxy, the complexity of operating in a global marketplace, and additional [&hellip;]"}