Article appeared last week on The FCPA blog. Jes Staley is the newly appointed American CEO of the beleaguered British Barclays Bank. He recently said, "I do believe that trust is returning to our institution. But we will never rest, we are never done. We have to focus on building that trust every day." We asked our Trust Alliance members to weigh in on the steps Barclays new American CEO … [Read More...]
Latest articls
What should NEDs do when the CEO leaves the board?
With the average tenure of a FTSE100 CEO at 5 years and two months it is highly likely that most boards will have to face the transition of the top executive position at one time or another. Regardless of the reason for the CEO’s departure, it can be an unsettling time for the organisation and is a time when the board’s non-executive directors really come into their own to ensure that the … [Read More...]
Boards as leadership development: transitioning to non-executive contributor
An increasing number of companies and professional service firms regard board directorships with an outside organisation as an important adjunct to experiential leadership development. They see board participation as giving their executives exposure to the issues faced by an external organisation or as a way of giving back to the community. For some, offering board-ready mentoring can enhance … [Read More...]
Blue Wall of Management
During my investment career I have always been perplexed by the make-up of most firm's Board of Directors, from my coverage of U.S. stocks to global Stocks, from small cap to mega cap companies, from the buy side to the sell side. I have seen it all, and I have almost universally been disappointed. I have seen a medical doctor sit on the board of one the largest railroads in the U.S., management … [Read More...]
Thinking the Twenty-First Century: Ideas for the New Political Economy
“Thinking the Twenty-First Century: Ideas for the New Political Economy” is a multi-disciplinary analysis of human thinking and change in the 21st Century. Malcolm McIntosh in this revolutionary book envisages a commercial world with the community as its central stakeholder and discusses the global evolution of humans as a species. Capitalizing on the 2012 UN report entitled “Resilient People, … [Read More...]
Is your board dysfunctional?
Does your board have directors who trust each other, are committed, are comfortable with conflict, hold each other to account and are focused on results? If not, your board is likely to have some degree of dysfunctionality and is possibly in need of an intervention. I have been working with boards of organisations of all sizes in all sectors for a number of years and most of them exhibit … [Read More...]
Board Reviews – Abort, Retry, Ignore, Fail – A New Model is Needed
The chairman’s presentation at Diligent’s (DIL –NZX) 2013 AGM (June 23rd) included the following brief statement under the heading Strengthened Internal Controls: “The Board is currently undertaking a review of corporate governance matters with the assistance of an outside consultant, including with respect to the desired skill sets for the Board, share administration and other internal processes … [Read More...]
What’s the difference between Volkswagen and DeutscheBank?
Right answer! – nothing except their ISIN (International Securities Identification Number) It was Rolf-E. Breuercon who set the ball rolling for DeutscheBank with an inept interview that triggered a ten-year-long stint of legal battles. In the end the bank was near on a billion Euros poorer in hard cash and loss of image, not even counting legal fees. … [Read More...]
The Trinity of Leadership That Powers Organisational Culture and Performance
The structure of organisational leadership is conceived as being two dimensional. That is, there are two teams, the board and an executive, operating independently of one another, yet residing within the same organisation. For clarity, my definition of the term ‘executive’ refers to the CEO and senior functional managers, e.g. chief financial officer, operations manager, marketing manager, … [Read More...]
The year ahead – governance & leadership priorities
By Mark Schultz
At this time of year it is important for the board and senior management team to reflect on what has transpired in the past 12 months – have expectations that were articulated in the strategic plan been achieved and if not or so, what were the drivers of these results? The more we understand what created a particular outcome, the better equipped we will be to plan for and meet the challenges of … [Read More...]
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