––from the Foreword by Sir Adrian Cadbury
"Corporate Boards That Create Value fills a large need. This book sets forth a clear, convincing, and comprehensive framework for corporate governance. It is well written and leaves the reader with that most rewarding sensation–′I′ve got it, I understand it, it′s right.′ A must–read."
––Robert A. G. Monks, founder of Institutional Investor Services and the investment fund LENS, and author of The New Global Investors
"Dr. Carver′s ideas–his Policy Governance model–on how boards should work makes an unparalleled contribution to this essential subject."
––Judith C. Hanratty, company secretary, board of directors, BP–Amoco, London
"John Carver and Caroline Oliver put forth a powerful and compelling process for board governance that indeed challenges our paradigms in today′s environment . . . . The absence of a governance model as described in this book is a significant failing of the boards of directors as a body."
––Earnest W. Deavenport, retired chairman and CEO, Eastman Chemical Company; past chairman, National Association of Manufacturers, American Chemical Council, and American Plastics Council
"Corporate Boards That Create Value is a hugely significant and timely addition to current thinking about governance systems for corporations. Carver and Oliver effectively reposition the board in relation to corporate owners and in relation to management, and enhance our understanding of the distinction between governance and management."
––Peter Dey, chairman of the Toronto Stock Exchange Committee on Corporate Governance in Canada and Partner of Osler, Hoskin & Harcourt LLP
"In this post–Enron era, directors will be forced to review their governance process and to search for alternative ways to better represent owners. Corporate Boards That Create Value is a must–read for those dedicated directors. Carver′s Policy Governance model focuses our directors on developing the ends for which our organization exists, while holding the CEO accountable through written policies for their accomplishment."
––T. Wayne Whipple, CFA, executive director, New York Society of Security Analysts
1. The Value of Boards.
2. Designing the Board′s Job.
3. Forging Group Leadership.
4. Connecting to Management.
5. Setting Expectations for Management Performance.
6. Reporting Board and Management Performance.
7. Maintaining the Gains.
8. Getting There from Here.
B. The Case for a CGO.
C. Chair and CEO: One Person or Two?
D. Inside Directors.
E. Sample Board Policies Under Policy Governance.
F. Sample Monitoring Report Under Policy Governance.