Wildest Campaigns of 2026

Antoinette Giblin is Editorial Manager at Diligent Market Intelligence (DMI). This post is based on her Diligent memorandum.

Despite a fresh wave of market volatility, shareholder activism proved remarkably resilient in the first half of 2026, with activity holding steady at H1 2025 levels.

M&A continued to build momentum as a leu lever for activists with many also more willing to stand in the way of deals they viewed as undervalued or poorly timed. Outside of dealmaking, AI also found its place in the activist playbook with key technology brands pressed on integration and cost rationalization.

Settlements provided the only real path to the boardroom with few fights going the whole way to a vote as boards and activists worked to find common ground uncertain markets.

The Diligent Market Intelligence editorial team tracked the season’s defining contests. Here are our picks for the wildest:

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Shareholder Engagement Responses to Adverse Sayon-Pay Votes

Nicholas Sasso is a Product Specialist, Erin Conlan is a Legal Analyst, and Jennifer Dorney is the Head of Marketing at DragonGC. This post is based on a DragonGC memorandum by Mr. Sasso, Ms. Conlan, Ms. Dorney, Neil McCarthy, Sophia Ojjeh, and Leo Tadikonda, all at DragonGC.

Shareholder Engagement Responses to Adverse Say-on-Pay Votes

This is our third annual report on how companies with adverse say-on-pay votes responded with shareholder engagement programs the following season to address shareholder concerns.  Our report on the 2023-2024 season is available here, and for the 2024-2025 here.

Background

SEC rules require that public companies hold a separate shareholder advisory vote to approve the compensation of executives. This covers compensation disclosed per S-K Item 402 including CD&A, the compensation tables, and other narrative executive compensation disclosures.

Most years for most companies this vote passes with greater than 80% support from those shareholders who vote on the matter. But sometimes for some companies the approval rate is less than 80%. Sometimes the resolution receives less than a majority and fails to pass at all.

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2026 Proxy Season: CPA Political Disclosure and Accountability Effort Maintains Strong Momentum

Dan Carroll is the Vice President for Programs and Counsel, David Pahlic is the Director of Programs, and Bruce Freed is the President at the Center for Political Accountability. This post is based on their CPA report.

The 2026 proxy season continued to show strong shareholder support for the Center for Political Accountability’s corporate political disclosure and accountability effort in an increasingly challenging environment.

Companies face increased uncertainty in their election-related spending. The reputational risks that are always present in political spending are now coupled with the regulatory risks of an executive eager to punish perceived enemies. Moreover, with high stakes midterm elections approaching, the scrutiny and risks posed to companies by their political spending, the candidates and issues they support, the outcomes and policies they advance and questions – and concerns – about corruption have increased.

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Debunking Five Investor Relations Fallacies for Controlled Companies

Garrett Muzikowski is a Managing Director, Christina Dell’Orto is a Senior Director, and Caleigh Leyton is a Senior Consultant at FTI Consulting. This post is based on an FTI Consulting memorandum by Mr. Muzikowski, Ms. Dell’Orto, Ms. Leyton, and Patrick C. Tucker, all at FTI Consulting.

SpaceX, one of the largest companies in the world, just went public, and its founder, Elon Musk, holds 82.4% of the company’s voting power.[1]

Theoretically, controlled companies are supposed to be insulated from shareholder pressure. Even “effectively controlled” companies – those with a large investor (for example, a 20% holder) – should benefit from this protection. Conceptually, a controlling shareholder, whether through economic ownership or through multi-class share structures, should remove the threat of proxy contests, hostile takeovers or other challenges to board decisions. The textbook activist mechanisms that are supposed to hold management and a company’s board accountable to shareholders do not apply to these companies.

Why, then, are controlled companies among the hottest new targets for shareholder activism and under pressure from the capital markets to pursue or stop pursuing merger and acquisition (“M&A”) decisions?

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Boardroom Catalysts: Patterns in Activist Director Selection

Sergi Corbatera is the Founder and CEO of DEF 14 Inc. This post is based on his DEF 14 memorandum.

Executive Summary

When an activist obtains board representation, the number of seats tells only part of the story. The backgrounds of the directors who enter the boardroom may reveal whether the campaign emphasizes direct investor participation, operating experience, financial capabilities, or industry knowledge.

We examine 1,048 board appointments involving 835 individuals in U.S. activist campaigns since 2015, including directors seated through negotiated settlements and contested elections. We analyze the professional profiles associated with those appointments, how they differ by appointment pathway, how the mix varies over time and across sectors, the expertise directors bring to the board, and differences by gender.

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Weekly Roundup: August 7-13, 2026


More from:

This roundup contains a collection of the posts published on the Forum during the week of August 7-13, 2026


Bye Bye 80s: It’s Time to Revisit the Exchange Ban on Dual Class Companies Extending Sunsets




Judicial Review of SEC Rulemaking



M&As, Employee Costs, and Labor Reallocation


SEC’s Proposal to Simplify Filer Status for Public Companies: Comment from CHRO Association




The Sound of Silence


Global CEO Turnover Index


Global CEO Turnover Index

Rusty O’Kelley co-leads the Global Board & CEO Advisory Practice and Emma Combe leads the UK Board Practice at Russell Reynolds Associates. This post is based on their Russell Reynolds memorandum.

Global CEO departures drop to lowest H1 level, while appointments hold steady

After two years of elevated CEO turnover across the world’s largest indices, H1 2026 data suggests that leadership change is beginning to stabilize.

Globally, 101 CEOs departed their roles, down from 118 in H1 2025 and the lowest H1 departure total in our nine-year tracking period. At the same time, global CEO hiring held steady, with 131 CEO appointments, broadly in line with the nine-year H1 average (129).

The decline in CEO turnover was driven primarily by the Nikkei 225, where CEO departures fell from 30 to 19 year-on-year, while CEO appointments fell from 33 to 22. The S&P 500 also recorded fewer CEO transitions, declining from 36 to 30 year-on-year, while appointments declined from 37 to 32.

The moderation in CEO turnover coincided with broader market conditions that may have reduced pressure for leadership change, including rising stock markets in markets like the US.

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The Sound of Silence

Mitu Gulati is the Warner-Booker Distinguished Professor of International Law at the University of Virginia School of Law, Stephen J. Choi is the Bernard Petrie Professor of Law and Business and Director of the Pollack Center at the New York University School of Law, and Molly Ball is a J.D. candidate at the University of Virginia School of Law. This post is based on their recent article.

In 2018, the Delaware Supreme Court dropped a footnote. In Eagle Force Holdings v. Campbell, Justice Valihura noted that the court had never actually decided whether a buyer who knows that some of the seller’s representations are false can still sue for breach after closing — the practice deal lawyers call “sandbagging.” Then-Chief Justice Strine, dissenting in part, confirmed, in his part of opinion, that Delaware had not yet decided the question.

Many M&A practitioners took the footnotes in Eagle Force as a signal that Delaware law was undecided on sandbagging. Because buyers rely on “pro-sandbagging” rules to protect their bargained-for representations and prevent sellers from opportunistically using the buyer’s due diligence as a shield against liability, the sudden ambiguity caused consternation among practitioners. Practitioners debated whether the signal from footnotes in Eagle Force meant that buyers needed to put in explicit pro sandbagging clauses in M&A contracts. Memos on this theme poured out, including from several prominent law firms including Ballard Spahr, Goodwin Procter, Mayer Brown, Paul Weiss, and Kramer Levin. The ABA ran CLE programming on it. A slide deck from a marquee panel of M&A lawyers at Northwestern’s Securities Regulation Institute put it bluntly: don’t assume silence is safe anymore — put an express pro-sandbagging clause in the contract.

The advice was nearly unanimous. And the market ignored it.

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2026 Say-on-Pay Results: Strong Overall, With Large Special Awards Common Among Low-Vote Outcomes

Chloe Maister is a Consultant and Kenneth Sparling is a Managing Director at FW Cook. This post is based on their FW Cook memorandum.

The 2026 say-on-pay season produced stronger results for most S&P 500 companies. Nearly 75% received at least 90% shareholder support, up from 70% in 2025, while the share below 70% declined from about 6% to 5%.

The low-support group became smaller in 2026, but the remaining weakness was more concentrated. Large special awards appeared in half of the 22 cases below 70% support, and all five failed votes involved an outsized equity grant.

Among widely held companies receiving an adverse ISS recommendation, support topped out in the mid-70s and averaged 56.9%, lower than in any pre-pandemic year in the period reviewed. Much of that weakness was concentrated among companies with large one-time awards.

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Legacies, Lessons and Launchpads: Charting Delaware’s Course in a New Era

Justice Karen Valihura is a Distinguished Professor of Corporate Law and Founding Director of the Corporate Law, Governance and Practice Institute, Farnan School of Law, at the Wilmington University. This post is based on her 2026 Weinberg Distinguished Lecture, and is part of the Delaware Law Series; links to other posts in the series are available here.

It is a great honor for me to be part of the Weinberg Distinguished Lecture series. Thank you for inviting me. My remarks today are solely my own and are not made on behalf of the Delaware Supreme Court or any other person.

As I near the end of my twelve-year term, I have been reflecting on the amazing privilege and honor I have had serving as a Justice on the Delaware Supreme Court. I am so grateful to all who have been part of my journey. In thinking about how to describe it, I was recently inspired by NASA’s stunningly successful Artemis II Mission. That Mission – lasting only 10 days – had a successful launch, lunar fly by and a safe splashdown off the coast of San Diego. One of the Artemis II’s astronauts’ description of their “group activity” could also be used to very accurately describe working as a member of our collegial, collaborative Delaware Supreme Court. They described their “group activity” in terms of functioning as one, embracing mutual accountability, being dutifully linked, and in terms of joy-filled contribution and profound, brother-sister like camaraderie, exemplifying that high-stakes success requires prioritizing human connection.[1] These sentiments describe precisely my experience over the past twelve years, and truly, I have been blessed to have been part of this collegial Supreme Court.

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