Download Corporate Boards: New Strategies for Adding Value at the Top by Jay A. Conger, Edward E. Lawler III, David Finegold PDF

By Jay A. Conger, Edward E. Lawler III, David Finegold

This striking paintings unearths how forums governing 21st-century enterprises can switch their practices and align their ideas to effectively govern the association of the hot financial system. The authors suggest that judging a board's effectiveness will be performed no longer in a ''shareholder'' context yet in a ''stakeholder'' context as an alternative. They sofa their reforms in a framework that specializes in what determines powerful governance habit: details, wisdom, strength, and rewards.They argue it really is habit, now not practices that count number, and consider forums from a gaggle and an organizational standpoint.

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Sample text

These exercises serve to build directors’ knowledge of the issues theywill face aswell as to identify the information theywill require. Exercisescan speed the time of actual response by familiarizing individuals with the decision-making process for a particular crisis. Ideally,undertaking crisis response exercises mayhelp prevent or at least reduce the severity ofa crisis. For example, simulatingthe response to a lawsuit forfraud may uncover weaknesses in existingaudit procedures, which in turn can lead to improved financial monitoring.

Chapter Six will go into more detailon how boards can cany out evaluation and development activities with CEOs. However, it isimportant to note here that the key issuein CEO evaluation ispowm Boards need to have powerto evaluate, reward, and, if necessary, removeCEOs. They are theonly ones whoare in a position to deal witha CEO who is performing at anunsatisfactory level. In order to guide the CEO’s development, boards need expertise in leadership developmentand management development as well asdata on the leadership performance of the CEO.

They can challenge himin a very aggressiveway” Boards are often particularly good at identifying events in the larger environment that may not be taken into consideration by the strategic plans of corporations. For example, directors may be familiar with issues in the investment community or the economy or the political scenethat arenot on the radar screen of members of management, who are working withinthe more limited worldview of the corporation. Thus board members can call attention to changes involving major technological, social,and regulatory eventsthat could demand a dramatic reformulation of strategy or that call into question the existing strategic initiatives.

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