I help executives and boards understand their shareholder base, design an appropriate shareholder strategy, and turn rigorous research into better decisions.
Helping executives understand what their shareholders value, how those investors make decisions, and how to design a shareholder strategy aligned with the company’s long-term ambitions.
Turning governance research into practical frameworks for directors and executives navigating oversight, accountability, and shareholder pressure.
Examining the behavioral, political, and institutional forces behind acquisitions, divestitures, diversification, and other high-stakes choices.
A practical framework for understanding shareholders, building an aligned investor base, and making ownership a deliberate part of corporate strategy.
Visit the book website →An evidence-based guide to how governance structures and relationships shape consequential strategic decisions.
Purchase on Amazon →Wei Shi · NACD Directorship
Wei Shi · Harvard Business Review
Wei Shi & Mark DesJardine · NACD Directorship
Wei Shi · IR Impact
Wei Shi · Harvard Business Review
Mark DesJardine & Wei Shi · Harvard Business Review, March–April
Wei Shi · Harvard Business Review
Wei Shi · Harvard Business Review
Mark DesJardine & Wei Shi · Harvard Business Review
Mark DesJardine & Wei Shi · Harvard Business Review
Guoli Chen & Wei Shi · Harvard Business Review
Wei Shi, Yan Zhang & Robert E. Hoskisson · Harvard Business Review
Make governance a strategic asset rather than a compliance exercise.
Move from communicating strategy to actively shaping shareholder alignment.
Focused, practical sessions for leaders facing high-stakes strategic choices.
Original analysis for organizations seeking a deeper view of governance and strategy.
Wei Shi holds the Samuel N. Friedland Endowed Professorship in Executive Leadership and is Professor of Management at the University of Miami Business School.
An expert in corporate governance, strategy, and business intelligence, he is a frequent contributor to Harvard Business Review. He is the author of Shareholder Strategy: Managing Investors for Strategic Success and coauthor of Understanding and Managing Strategic Governance.
His work connects insights from peer-reviewed scholarship with the real decisions facing boards, investors, and senior leaders.
When politicians publicly single out a company, leaders should first determine whether the attack is opportunistic or grounded in a genuine stakeholder grievance. Opportunistic attacks call for low-cost containment, while substantive criticism can reveal overlooked problems, create internal permission for change, and help the firm build stronger stakeholder coalitions. The most effective response addresses the underlying constituency—not merely the politician—and pairs real operational change with communication tailored to investors, employees, customers, regulators, and communities.