December 13, 2017
By Carlos Solorzano, Managing Partner and Jose Ruiz, CEO Alder Koten The four pillars of corporate governance practices that build long term value for any company. […]
November 3, 2023
Navigate through the dynamics of corporate innovation with a guide that draws parallels between the strategic maneuvers of F1 racing and the pivotal role board members play in steering companies toward sustainable growth.
January 15, 2024
This article explores the changing landscape of board executive search, highlighting the qualities CEOs seek in board members and the importance of diversity and inclusion in today's corporate world.
January 15, 2024
Uncover the art of mastering CEO-Board dynamics with our comprehensive guide. Delve into strategies for effective board management and CEO-leader collaboration, enriching your corporate governance skills.
January 23, 2024
Unveiling the critical role of Non-Executive Directors in modern corporate governance, this article delves into how their diverse backgrounds and the strategic selection process, particularly through search firms like Alder Koten, enhance boardroom dynamics and decision-making.
January 24, 2024
This comprehensive guide provides an insightful journey to becoming a Non-Executive Director, covering the role, qualifications, benefits, challenges, and how Alder Koten can assist.
June 23, 2025
Family-owned companies in Mexico are at a crossroads. This guide breaks down how to evolve from legacy leadership to institutional strength—starting at the C-suite.
December 29, 2025
The pattern repeats: founder wants scrappy, board wants pedigree, everyone compromises on someone in the middle. Eighteen months later, the hire is gone and everyone blames everyone else. Red Bull and Mercedes F1 just demonstrated what happens when ownership and operations pull in different directions. The fix isn't winning more arguments with your board. It's having better arguments earlier. Align on what you're solving for before the search begins. Define success concretely. Then find the person who fits that definition, regardless of whose preference they validate.
January 3, 2026
Three COOs in four years. Each one arrived with impressive credentials. Each one failed. The board kept asking: why can't we find someone who works? I've seen this movie before. The problem wasn't the COOs. The problem was the founder who hired them—and then couldn't let them do their job. The fierce control that built the company had become the bottleneck preventing it from scaling. This is The Founder's Paradox—and it's playing out in boardrooms right now. The founder isn't failing. They've succeeded themselves into a constraint. Their speed becomes the organization's speed limit. Their bandwidth becomes the capacity ceiling. Pattern recognition across two decades: the signals are visible months before the breaking point.
February 4, 2026
Your Chief of Staff makes you more productive. Are they making you more effective? A CoS can deliver productivity while destroying effectiveness, and most CEOs won't notice until the damage is done. Here's how to design the role for leverage, not liability.
February 9, 2026
Every organization faces its version of the safety car. A supply chain collapse. A key departure. A market correction that compresses two years of runway into six months. The event itself isn't the problem. The problem is what the event reveals. Stable conditions hide as much as they show. The crisis didn't change anyone. It compressed the field. And compression makes everything visible. This is the safety car paradox: the event that disrupts everything is also the event that shows you who you actually have.
February 10, 2026
Credentials show lap times. Telemetry shows capability. Two directors with identical resumes can have completely different governance impact. Here are the six behavioral channels that predict board effectiveness, and why telemetry only matters relative to your board's specific conditions.