The Spencer Stuart 2014 UK Board Index is a comprehensive review of governance practice in the largest 150 companies in the FTSE rankings, providing a valuable indication of the state of boardroom health during 2013–2014. Once again, diversity remains a key theme, as the spotlight falls not just on women on boards, but also on what companies are doing to develop the pipeline of female executives who can take on top leadership roles in the future. It is interesting to note that almost one-third of directors appointed in the last year were joining their first listed company board, a healthy indication that boards are increasingly open to new profiles and that prior board experience is no longer deemed essential in non-executive hires. Related to this is a noticeable shift in the past year towards appointing current executives into non-executive roles in preference to portfolio directors.
The Franco British Chamber of Commerce
Founded in 1873 and with a membership network of over 700 companies, the Chamber’s objective is to lead the Franco-British business community in France.
Since its release in 2011, ITIL V3 has become a mature, flexible and complete IT Governance standard that;
- Directly integrates with enterprise governance,
- Is flexible and agile for today’s business challenges
- Provides executives with a transparent means to monitor and manage the performance of IT investments and risks in real time.
I had an interesting piece sent to me just recently, an exercise conducted by a research team from the Ivey Business School at Canada’s Western University that delves into the key criteria boards should consider when assessing and appointing anyone to a leadership position, including a director.
Entitled “Leadership on Trial: A Manifesto for Leadership Development”, the comprehensive paper identifies competencies, commitment and character as the three most important measures. It goes on to argue that of the three Cs, character is both the most important and most difficult to assess.
a.) Davis Logsdon (A real person) – humorous article
Professor of Political Science, University of Minnesota and Director of the Opinion Research Institute.
Identified a new strain of Fact-Resistant-Humans (FRH)
“While scientists have no clear understanding of the mechanisms that prevent the fact-resistant humans from absorbing data, they theorize that the strain may have developed the ability to intercept and discard information en route from the auditory nerve to the brain. “The normal functions of human consciousness have been completely nullified,””
In the prior post for the FCPA Blog, three of our Trust Alliance members talked about what Barclays Bank needs to do to re-establish trust and ethics in the organization.
Not just Barclays but many organizations find themselves in trust traps because they hold on to the notion that trust and ethics are “soft skills.” So over time, trust and ethics in their organizations are overlooked or taken for granted, and eventually decline.
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.
In many businesses where performance does not reach the desired targets you will have finger pointing. It is a natural reaction at all levels, there is always another person, department or group that is the reason why performance targets are not achieved. In my experience, when business performance is lacking the first place I start is at the top, the Board of Directors.
The world’s a rapidly changing place and the boardroom is no exception, which probably explains why the most effective boards are those that think beyond the box and eagerly embrace whatever’s needed to keep them abreast of good governance best practice.
It’s an attitude that takes the more mundane boardroom mechanics to a whole new level of boardroom dynamics and the starting point is to look beyond the narrow confines and comfort of your business environment and discover what other sectors are doing – nationally and internationally.