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High performance boards : improving and energizing your governance / Didier Cossin.

By: Material type: TextTextPublisher: Hoboken, New Jersey : John Wiley & Sons, Inc., 2020Edition: 1stDescription: 318pSubject(s): Additional physical formats: Print version :: No titleDDC classification:
  • 658.422 23
Contents:
<p>About the Author xvii</p> <p>Acknowledgements xix</p> <p>Preface xxi</p> <p><b>Part I: The Four Pillars of Board Effectiveness 1</b></p> <p><b>Joanne Marker and Board Service 3</b></p> <p><b>Chapter 1 The Four Pillars of Board Effectiveness 9</b></p> <p>The First Pillar: People Quality, Focus, and Dedication 11</p> <p>The Second Pillar: Information Architecture 14</p> <p>The Third Pillar: Structures and Processes 15</p> <p>The Fourth Pillar: Group Dynamics and Board Culture 17</p> <p><b>Chapter 2 Governance Challenges around the World 20</b></p> <p>Scientific Lessons from Natural Selection 22</p> <p>What is Transformational Leadership? 23</p> <p>Should We Trust Leaders? 24</p> <p>The Governance DNA 26</p> <p><b>Chapter 3 The Successful Director: Values and Character 28</b></p> <p>Duty of Care 30</p> <p>Duty of Loyalty 32</p> <p>Integrity: A Key Characteristic of Board Directors 32</p> <p><b>Chapter 4 The First Pillar: People Quality, Focus, and Dedication 35</b></p> <p>Quality 35</p> <p>Focus 38</p> <p>Dedication 41</p> <p><b>Chapter 5 The Second Pillar: Information Architecture 45</b></p> <p>How Complete is Your Information? 46</p> <p><b>Chapter 6 Board Structures and Processes 50</b></p> <p>Processes 51</p> <p>Committee Structure 52</p> <p>Board Secretary 53</p> <p>Lead Director or Vice Chair 55</p> <p><b>Chapter 7 Group Dynamics and Board Culture 56</b></p> <p>Understanding Group Dynamics 57</p> <p>Coalitions Within a Board Are Inevitable – and they Feed into Politics 60</p> <p>Boards Fall into Traps 63</p> <p>Drawing Strength from the Board’s Potential 66</p> <p>Developing Self-Awareness 67</p> <p>Board Culture 69</p> <p><b>Part II: Board Failures and Challenges 77</b></p> <p><b>Chapter 8 Four Areas of Board Failure 79</b></p> <p><b>Chapter 9 Risks and Ensuring the Right Board Risk-Philosophy 82</b></p> <p><b>Chapter 10 A Board Member’s Practical Guide to Risk Thinking 85</b></p> <p>The Physical Health Check: Technical Risks 86</p> <p>The Mental Health Check: Behaviours 89</p> <p>The Strategic Risk Check 93</p> <p>The Governance Risk Check 94</p> <p><b>Chapter 11 Elements of Advanced Risk Techniques for Board Members: From Quants to Cyber 97</b></p> <p>The Why and How of Quantitative Risk Assessment for Boards 98</p> <p>Integration of Risks 101</p> <p>The Outcome of Risk Assessment 102</p> <p>Cyber Risk 104</p> <p><b>Chapter 12 Crisis Management 107</b></p> <p>Crisis as a Turning Point 110</p> <p>There is Work to Be Done In Peaceful Times 111</p> <p>Communication Principles 111</p> <p>Another Powerful Weapon: Gathering Information 113</p> <p>A Crisis Will Shed Light On Boardroom Fissures 115</p> <p>Procedure vs. Authenticity 117</p> <p>Communicate Your Way to Rebuilding Trust 118</p> <p><b>Chapter 13 The Four Tiers of Conflicts of Interest 120</b></p> <p>Tier-I Conflicts: Individual Directors vs. Company 122</p> <p>Tier-II Conflicts: Directors vs. Stakeholders 124</p> <p>Tier-III Conflicts: Stakeholders vs. Other Stakeholders 131</p> <p>Conflicts of Interest within a Group of Stakeholders 135</p> <p>Tier-IV Conflicts: Company vs. Society 136</p> <p><b>Chapter 14 High-Level Fraud and Active Board Oversight 141</b></p> <p>Why Does High-Level Fraud Happen? 143</p> <p>Injustice 147</p> <p>Lax Oversight 148</p> <p>Problematic Culture 149</p> <p>Financial Illiteracy 151</p> <p>How to Create an Effective Oversight Environment 152</p> <p>Preventing Injustice: Broaden the Notion of Conflict of Interest 152</p> <p>Preventing Lax Oversight: Build Appropriate Frameworks 153</p> <p>Preventing Toxic Behaviours: Create a Positive Culture 156</p> <p>Strengthen Board Oversight Expertise with Special Focus on Legal, Compliance, Risk, Fraud, and Financial Reporting 159</p> <p>Tools For Anti-Fraud Activities: Assessment, Prevention, Detection, and Investigation 160</p> <p>Assessment 161</p> <p>Prevention 161</p> <p>Detection 161</p> <p>Investigation 162</p> <p><b>Part III: Board Best Practices 165</b></p> <p><b>Chapter 15 The Board as a Strategic Asset 167</b></p> <p>Five Definitions of Strategy 168</p> <p>Clarifying the Board’s Role 171</p> <p>Taking Context into the Mapping Process 174</p> <p>The Impact of Context on Strategic Views and Roles of the Board 175</p> <p>The Board’s Ultimate Strategic Significance 176</p> <p><b>Chapter 16 A Primer on Finance Essentials for Directors 177</b></p> <p>Reading Financial Reports 178</p> <p>Understanding Ratios to Analyse Operating Strategies 179</p> <p>Interpreting Between the Lines of Financial Statements 181</p> <p>How to Identify Red Flags in Financial Statements 182</p> <p>Implementing Desired Capital Structure 184</p> <p>Understanding Valuation Fundamentals 185</p> <p>Making Better M&A Decisions 187</p> <p>Overseeing Risk 189</p> <p><b>Joanne Marker and Board Values at Comfre 193</b></p> <p><b>Chapter 17 Board Leadership and Values 197</b></p> <p>Quality Boards Live and Breathe Integrity 198</p> <p>Which and Whose Values? 199</p> <p>Board Values vs. Organisational Values 202</p> <p>Family Values in Business 203</p> <p><b>Chapter 18 The Intricacies of Subsidiary/Holding Governance 204</b></p> <p>Structures 206</p> <p>Culture 208</p> <p><b>Chapter 19 Fostering Entrepreneurship from the Board 210</b></p> <p>‘Best Practice’ Governance vs. Entrepreneurship 211</p> <p>Boards Should Actively Encourage Entrepreneurship 212</p> <p><b>Chapter 20 The Board’s Oversight Framework for M&As 217</b></p> <p>Creating a Deal-Making Mindset 218</p> <p>Seeing the Bigger Picture 220</p> <p>Staging Deals with Maximum Precision 220</p> <p>Integration 225</p> <p>Confronting Litigation Involving M&As 226</p> <p><b>Joanne Marker Confronts Failing Board Culture 229</b></p> <p><b>Chapter 21 The Chair–CEO Relationship 233</b></p> <p>The Role of the Chair 233</p> <p>Chairs are Increasingly Active 237</p> <p>Chair–CEO Dynamics – the Hallmarks of a Productive Relationship 238</p> <p>Tests of the Chair–CEO Relationship 240</p> <p>The Ideal Attributes of a Chair 242</p> <p><b>Chapter 22 The Board–Management Relationship 244</b></p> <p>Supervision 244</p> <p>Support 246</p> <p>Blurring the Board–Management Relationship 247</p> <p>Writing Governance Codes is Easier Than Changing Behaviours 248</p> <p><b>Chapter 23 Effective Diversity 251</b></p> <p>Diversity is Good . . . But Why; and When? 251</p> <p>Diversity as a Considered Choice 252</p> <p>Gender 253</p> <p>Culture 255</p> <p>Personality 256</p> <p>Age 257</p> <p>Social Background 259</p> <p>We Have Embraced Diversity . . . Now What? 260</p> <p>The Chair’s Role in Building and Nurturing Diversity 262</p> <p><b>Chapter 24 The Talent Pipeline 265</b></p> <p>The Board’s Responsibility for Talent Management 265</p> <p>The New Talent Dynamic: Culture, Values, Community 268</p> <p><b>Chapter 25 Boards and Social Media 272</b></p> <p>JP Morgan’s Failed Foray into Twitter Q&A 273</p> <p>Why Boards Should Understand Social Media 274</p> <p>What Boards Should Do 276</p> <p><b>Chapter 26 Boards and Investors 279</b></p> <p>The Move toward Increasing Shareholder Engagement 281</p> <p><b>Chapter 27 Managing Stakeholders 283</b></p> <p>Shareholders vs. Stakeholders: A Definition 284</p> <p>How to Identify a Company’s Key Stakeholders 285</p> <p>The Board Can Be Instrumental in Shaping the CEO–Stakeholders Conversation 285</p> <p>Anticipating Stakeholders’ Influence and Impact 286</p> <p><b>Chapter 28 Stewardship from the Board 289</b></p> <p>Building Upon a Rich Cross-Disciplinary Legacy of Thought 291</p> <p>Psychological, Organisational, and Cultural Influences on Stewardship 291</p> <p>Steward Leaders Build on their Unique Strengths to Drive Stewardship 292</p> <p>Steward Leaders Deliver Long-La
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<p>About the Author xvii</p> <p>Acknowledgements xix</p> <p>Preface xxi</p> <p><b>Part I: The Four Pillars of Board Effectiveness 1</b></p> <p><b>Joanne Marker and Board Service 3</b></p> <p><b>Chapter 1 The Four Pillars of Board Effectiveness 9</b></p> <p>The First Pillar: People Quality, Focus, and Dedication 11</p> <p>The Second Pillar: Information Architecture 14</p> <p>The Third Pillar: Structures and Processes 15</p> <p>The Fourth Pillar: Group Dynamics and Board Culture 17</p> <p><b>Chapter 2 Governance Challenges around the World 20</b></p> <p>Scientific Lessons from Natural Selection 22</p> <p>What is Transformational Leadership? 23</p> <p>Should We Trust Leaders? 24</p> <p>The Governance DNA 26</p> <p><b>Chapter 3 The Successful Director: Values and Character 28</b></p> <p>Duty of Care 30</p> <p>Duty of Loyalty 32</p> <p>Integrity: A Key Characteristic of Board Directors 32</p> <p><b>Chapter 4 The First Pillar: People Quality, Focus, and Dedication 35</b></p> <p>Quality 35</p> <p>Focus 38</p> <p>Dedication 41</p> <p><b>Chapter 5 The Second Pillar: Information Architecture 45</b></p> <p>How Complete is Your Information? 46</p> <p><b>Chapter 6 Board Structures and Processes 50</b></p> <p>Processes 51</p> <p>Committee Structure 52</p> <p>Board Secretary 53</p> <p>Lead Director or Vice Chair 55</p> <p><b>Chapter 7 Group Dynamics and Board Culture 56</b></p> <p>Understanding Group Dynamics 57</p> <p>Coalitions Within a Board Are Inevitable – and they Feed into Politics 60</p> <p>Boards Fall into Traps 63</p> <p>Drawing Strength from the Board’s Potential 66</p> <p>Developing Self-Awareness 67</p> <p>Board Culture 69</p> <p><b>Part II: Board Failures and Challenges 77</b></p> <p><b>Chapter 8 Four Areas of Board Failure 79</b></p> <p><b>Chapter 9 Risks and Ensuring the Right Board Risk-Philosophy 82</b></p> <p><b>Chapter 10 A Board Member’s Practical Guide to Risk Thinking 85</b></p> <p>The Physical Health Check: Technical Risks 86</p> <p>The Mental Health Check: Behaviours 89</p> <p>The Strategic Risk Check 93</p> <p>The Governance Risk Check 94</p> <p><b>Chapter 11 Elements of Advanced Risk Techniques for Board Members: From Quants to Cyber 97</b></p> <p>The Why and How of Quantitative Risk Assessment for Boards 98</p> <p>Integration of Risks 101</p> <p>The Outcome of Risk Assessment 102</p> <p>Cyber Risk 104</p> <p><b>Chapter 12 Crisis Management 107</b></p> <p>Crisis as a Turning Point 110</p> <p>There is Work to Be Done In Peaceful Times 111</p> <p>Communication Principles 111</p> <p>Another Powerful Weapon: Gathering Information 113</p> <p>A Crisis Will Shed Light On Boardroom Fissures 115</p> <p>Procedure vs. Authenticity 117</p> <p>Communicate Your Way to Rebuilding Trust 118</p> <p><b>Chapter 13 The Four Tiers of Conflicts of Interest 120</b></p> <p>Tier-I Conflicts: Individual Directors vs. Company 122</p> <p>Tier-II Conflicts: Directors vs. Stakeholders 124</p> <p>Tier-III Conflicts: Stakeholders vs. Other Stakeholders 131</p> <p>Conflicts of Interest within a Group of Stakeholders 135</p> <p>Tier-IV Conflicts: Company vs. Society 136</p> <p><b>Chapter 14 High-Level Fraud and Active Board Oversight 141</b></p> <p>Why Does High-Level Fraud Happen? 143</p> <p>Injustice 147</p> <p>Lax Oversight 148</p> <p>Problematic Culture 149</p> <p>Financial Illiteracy 151</p> <p>How to Create an Effective Oversight Environment 152</p> <p>Preventing Injustice: Broaden the Notion of Conflict of Interest 152</p> <p>Preventing Lax Oversight: Build Appropriate Frameworks 153</p> <p>Preventing Toxic Behaviours: Create a Positive Culture 156</p> <p>Strengthen Board Oversight Expertise with Special Focus on Legal, Compliance, Risk, Fraud, and Financial Reporting 159</p> <p>Tools For Anti-Fraud Activities: Assessment, Prevention, Detection, and Investigation 160</p> <p>Assessment 161</p> <p>Prevention 161</p> <p>Detection 161</p> <p>Investigation 162</p> <p><b>Part III: Board Best Practices 165</b></p> <p><b>Chapter 15 The Board as a Strategic Asset 167</b></p> <p>Five Definitions of Strategy 168</p> <p>Clarifying the Board’s Role 171</p> <p>Taking Context into the Mapping Process 174</p> <p>The Impact of Context on Strategic Views and Roles of the Board 175</p> <p>The Board’s Ultimate Strategic Significance 176</p> <p><b>Chapter 16 A Primer on Finance Essentials for Directors 177</b></p> <p>Reading Financial Reports 178</p> <p>Understanding Ratios to Analyse Operating Strategies 179</p> <p>Interpreting Between the Lines of Financial Statements 181</p> <p>How to Identify Red Flags in Financial Statements 182</p> <p>Implementing Desired Capital Structure 184</p> <p>Understanding Valuation Fundamentals 185</p> <p>Making Better M&A Decisions 187</p> <p>Overseeing Risk 189</p> <p><b>Joanne Marker and Board Values at Comfre 193</b></p> <p><b>Chapter 17 Board Leadership and Values 197</b></p> <p>Quality Boards Live and Breathe Integrity 198</p> <p>Which and Whose Values? 199</p> <p>Board Values vs. Organisational Values 202</p> <p>Family Values in Business 203</p> <p><b>Chapter 18 The Intricacies of Subsidiary/Holding Governance 204</b></p> <p>Structures 206</p> <p>Culture 208</p> <p><b>Chapter 19 Fostering Entrepreneurship from the Board 210</b></p> <p>‘Best Practice’ Governance vs. Entrepreneurship 211</p> <p>Boards Should Actively Encourage Entrepreneurship 212</p> <p><b>Chapter 20 The Board’s Oversight Framework for M&As 217</b></p> <p>Creating a Deal-Making Mindset 218</p> <p>Seeing the Bigger Picture 220</p> <p>Staging Deals with Maximum Precision 220</p> <p>Integration 225</p> <p>Confronting Litigation Involving M&As 226</p> <p><b>Joanne Marker Confronts Failing Board Culture 229</b></p> <p><b>Chapter 21 The Chair–CEO Relationship 233</b></p> <p>The Role of the Chair 233</p> <p>Chairs are Increasingly Active 237</p> <p>Chair–CEO Dynamics – the Hallmarks of a Productive Relationship 238</p> <p>Tests of the Chair–CEO Relationship 240</p> <p>The Ideal Attributes of a Chair 242</p> <p><b>Chapter 22 The Board–Management Relationship 244</b></p> <p>Supervision 244</p> <p>Support 246</p> <p>Blurring the Board–Management Relationship 247</p> <p>Writing Governance Codes is Easier Than Changing Behaviours 248</p> <p><b>Chapter 23 Effective Diversity 251</b></p> <p>Diversity is Good . . . But Why; and When? 251</p> <p>Diversity as a Considered Choice 252</p> <p>Gender 253</p> <p>Culture 255</p> <p>Personality 256</p> <p>Age 257</p> <p>Social Background 259</p> <p>We Have Embraced Diversity . . . Now What? 260</p> <p>The Chair’s Role in Building and Nurturing Diversity 262</p> <p><b>Chapter 24 The Talent Pipeline 265</b></p> <p>The Board’s Responsibility for Talent Management 265</p> <p>The New Talent Dynamic: Culture, Values, Community 268</p> <p><b>Chapter 25 Boards and Social Media 272</b></p> <p>JP Morgan’s Failed Foray into Twitter Q&A 273</p> <p>Why Boards Should Understand Social Media 274</p> <p>What Boards Should Do 276</p> <p><b>Chapter 26 Boards and Investors 279</b></p> <p>The Move toward Increasing Shareholder Engagement 281</p> <p><b>Chapter 27 Managing Stakeholders 283</b></p> <p>Shareholders vs. Stakeholders: A Definition 284</p> <p>How to Identify a Company’s Key Stakeholders 285</p> <p>The Board Can Be Instrumental in Shaping the CEO–Stakeholders Conversation 285</p> <p>Anticipating Stakeholders’ Influence and Impact 286</p> <p><b>Chapter 28 Stewardship from the Board 289</b></p> <p>Building Upon a Rich Cross-Disciplinary Legacy of Thought 291</p> <p>Psychological, Organisational, and Cultural Influences on Stewardship 291</p> <p>Steward Leaders Build on their Unique Strengths to Drive Stewardship 292</p> <p>Steward Leaders Deliver Long-La

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