Read e-book online Corporate Boards: New Strategies for Adding Value at the Top PDF

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

This awesome paintings unearths how forums governing 21st-century agencies can swap their practices and align their ideas to effectively govern the association of the hot economic climate. The authors suggest that judging a board's effectiveness will be performed now not in a ''shareholder'' context yet in a ''stakeholder'' context as a substitute. They sofa their reforms in a framework that specializes in what determines powerful governance habit: info, wisdom, strength, and rewards.They argue it's habit, no longer practices that count number, and think about forums from a bunch and an organizational viewpoint.

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Extra info for Corporate Boards: New Strategies for Adding Value at the Top

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In addition, the board needs to knowwhether increases in loyalty are affecting the financial performance of the company. If an effective change strategy cannot be developed, then it is highly unlikelythat the business strategy will be effectively implemented. A slightly different kindof change management expertise is needed in monitoring the implementation of change. Boards need to have expertise inthe use of surveydata, behavioral data, and other metrics that assess the effectivenessof change efforts.

Lnformation lnformation refers to data about occurrences, events, and activities that affect the business. In the case of boards, the term refers to information about the operations and management of the organization as well as information about the business environment and the performance and activities of competitors. Power Power is the ability to make and influence decisions. In the case of boards, the term as refers to the power to reach decisions about the key issuesa company facing well as the ability to have those decisions accepted and implemented by the members of the corporation.

If a new strategy is needed, the board must also be capable of assessing whether the current management team is the best group to develop and implement that strategy. If that team is not the right group for the task, the board must be able to replace the CEO and perhaps other members of the senior management team. If the board determines that responsibility for execution problems aofstrategy does not rest withthe senior management team, then directors must be capable of 12 Corporate Boards providing senior management with advice on strategy implementation and organizational change.

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