The way to success is clear: boards need to clarify their role and build an effective framework for their accountability to owners. Unlike other books on the subject, Mastering Global Corporate Governance helps boards to investigate their inner workings. The authors argue that leadership is a key board responsibility and that good corporate governance lies in the strength of a corporate leader. Leadership means three things: setting the strategic direction, monitoring results and selecting and coaching the top team. Mastering Global Corporate Governance focuses on two ′burning issues′ for senior executives and board members:
- How can the boards of global companies best lead their companies through the four fundamental dilemmas all boards face?
The drive for shareholder value in global markets versus expectation of a society for the corporate licence to operate.
Micromanagement versus detachment.
Risk taking versus tight financial control.
Eroding global boundaries versus national legal and cultural frameworks.
- How can boards, entrusted with ultimate responsibility for the way a company exercises leadership, provide that leadership?
′IMD has a very impressive record of using its partnerships with business to ensure its research focuses on the realities of the business world. This book is a fine addition to that record and provides real practical insights into how business leaders can respond the key challenge of improving the governance of their organizations.′SIR PHILIP WATTS KCMG, CHAIRMAN OF ′SHELL′ TRANSPORT AND TRADING CO., PLC, CHAIRMAN OF THE COMMITTEE OF MANAGING DIRECTORS OF THE ROYAL DUTCH/SHELL GROUP OF COMPANIES
′Mastering Global Corporate Governance focuses on the most important challenges boards are now facing. This IMD book highlights the conditions and contexts to which every company – and every board – must respond consistently. The insights delivered into the "black box" of board leadership are enriching, thoughtful and can improve any board." JAN VON HAEFTEN, FORMER CHAIRMAN OF METRO AG
Preface and Acknowledgements.
Introduction A Roadmap for the Book.
PART I: GLOBAL CORPORATE GOVERNANCE ISSUES, FRAMEWORK AND EVIDENCE FOR BOARD LEADERSHIP (Ulrich Steger).
Chapter 1. Now that Everything is in Place, Does it Matter?
Chapter 2. How can Corporate Governance Fail?
Chapter 3. Shedding Some Light into the Black Box.
Chapter 4. Managing Complexity in Global Corporate Governance.
Chapter 5. Some Nagging Questions.
PART II: THREE BURNING QUESTIONS FOR BOARDS.
Chapter 6. The Role and Responsibilities of the CEO (Peter Lorange).
Chapter 7. Performance Evaluation of Corporate Boards and Boards of Directors (Fred Neubauer and Helga Krapf).
Chapter 8. How Governing Family Businesses is Different (John Ward).
PART III: LEARNING FROM PAST EXPERIENCE.
Chapter 9. Cobra versus Commerzbank, War at the Helm of Elicore, and National Life (Commented by Bill George).