Resources
We conduct original research on the causes of short-term business decisions and work to find practical solutions.
Podcast
3 February 2026 - “Whether it was in the late eighties and early nineties on real estate, whether it was the fallen angels in the 1999–2000 timeframe, or into the financial crisis… leverage is consistent. And when it gets out of hand, it causes trouble.”
Risk and Resilience | Article
3 February 2026 - In 2025, activists launched a record 255 global campaigns, topping the prior peak from 2018 and rising about 5 percent year over year. Q3 alone set a quarterly record with 61 campaigns. For corporate boards, scrutiny is intensifying, expectations are rising, and both strong balance sheets and weak governance can attract attention from activists.
Article
3 February 2026 - Sovereign wealth funds (SWFs) are rapidly emerging as the world’s dominant long-term investors.
Governance | Article
28 January 2026 - In governance circles, few topics generate more debate than whether the CEO should also serve as board chair. Regulators in some markets have taken firm positions, and activists often argue that separation between the two roles is a universal best practice.
Podcast
13 January 2026 - “The readiness to turn away from something that’s no longer productive and embrace something new is far more prescient here.”
Report
7 January 2026 - As we begin 2026, FCLTGlobal looks back on a decade of progress, collaborative programming, and the invaluable contributions of our members.
Press Release
1 January 2026 - Boston, MA, 1 January 2026 — FCLTGlobal, a non-profit organization whose mission is to mobilize companies and investors to focus capital on the long term to create lasting value, today announced several changes to its Board of Directors, including the departure of directors Christopher Ailman, David Neal, and Lei Zhang, who concluded their terms at the end of 2025.
Report
29 December 2025 - Our latest annual benchmarking report reveals that despite record wealth, market participants are positioning themselves for flexibility and liquidity rather than committing capital for the long term.
Podcast
15 December 2025 - “Anytime where you have a constrained market, it's good to be a supplier of capacity into that market, which is why you're seeing a lot of investment and construction of data centers even though you've got higher interest costs, higher CapEx costs, higher operating costs, inefficiency in the supply chain.”
Podcast
1 December 2025 - “In the long run, most of the time, values and value converge… it doesn’t matter much what your political perspective is… it will have an impact on the long-term cash flow potential of an asset.”
Investor-Corporate Engagement | Article
26 November 2025 - Without disciplined capital allocation, buybacks can signal weakness, not strength. According to a recent MarketWatch article, analysts have labeled Apple’s $100 billion announcement “disappointing” — not because it was small, but because it failed to set a new record.
Risk and Resilience | Article
25 November 2025 - Which is worse: missing a major disruption that creates a new long-term equilibrium, or overreacting to a temporary event that soon reverts to prior conditions? Long-term investors dislike feeling exposed, underprepared, or unaware of potential risks. Fortunately, there are steps they can take to prepare their organizations for geopolitical turbulence.