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...]
Latest articls
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...]
Board members emotional intelligence?
Quite often during a Board life, looking at the way to improve it’s composition, one member profile, in place, or to be recruited, is studied. The process recommended by Governance & Structures is to start from the company’s already defined strategy and from the existing and foreseen board structure. The standard approach is to list the factual parameters (age, gender, physical … [Read More...]
The Benefits of an Early Start to Your Board Career
Family and social pressures on top of a busy executive job leave very little time for many to consider anything more than managing the status quo. However, not carving out some time to develop your personal brand can have serious consequences for your future board career. This means that starting your search for board roles early is absolutely critical. My previous Chairman (an exceptional … [Read More...]
The role of institutional investors in Corporate Governance
Corporate governance has emerged as a decisive business issue. Less corpora te governance research is undertaken in civil law countries like Germany. I n this thesis, the role of institutional investors in Germany is studied with the aim of providing an answer to the following research question: What role do independent institutional investors play in the corporate governance of listed German … [Read More...]
Evaluating Corporate Governance in Iranian Banks using the Scorecard Approach
In the past few years in Iran there have been publications of guidelines set out by the Central Bank on issues such as: internal control systems based on Audit and Risk Management and the improvement of corporate governance in the banks organizations. As a result, similar to other countries, Iranian banks are also in the process of implementing corporate governance principles and systems. With the … [Read More...]
Why is aviation safer than the boardroom?
By Simon Laffin
The basic model of commercial aviation is a thin tube of highly pressurised metal being propelled at 600 miles per hour by inflammable fuel at 35,000 feet in all weathers at temperatures of -57 degrees. So have you ever wondered how aviation got to be one of the safest forms of transport, despite being inherently full of such potentially catastrophic risks? … [Read More...]
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