All Above Board: Creating The Ideal Corporate Board by U. Lindgren

By U. Lindgren

In accordance with precise entry interviews with major chairmen and senior executives, All Above Board examines the foremost capabilities of the fitting twenty first century board, how and why badly led forums fail, and what adjustments should be made to enhance board habit and potency for top perform.

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Extra resources for All Above Board: Creating The Ideal Corporate Board

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The new role associated in managing the emerging capital market players in the form of 23 24 All Above Board hedge funds and other activist investors cannot be underestimated. Here the chairman sometimes must embark on a learning process; these new phenomena in the capital markets have not always been fully digested and understood at the board level. The Tandem concept is simple in theory; identify and define the core skills and potential contributions of the two leaders The Tandem concept is easy in theory.

Only items pre-announced to the Chairman must be brought up during the board meeting session. • Individual board members cannot be allowed to use the board for his/her agenda. • Presentations by executive management must be focused andd ecision-oriented. • Start the board meeting with ‘Other Items’ (at least to try ito ut). 17 CHAPTER 3 Enhancing the chairman’s value Although all corporations have a board, they can differ in structure and legal role according to their jurisdictions (two-tier structure, executives versus non-executives, union representation, and so on).

The chairman had a long career in industry himself. He had been a member of the board of another bank in the past, but this specific engagement was his only board directorship at the moment. The CEO had spent most of his professional career in banking, so he had the deep industry knowledge. The chairman often joked that his lack of in-depth knowledge of banking made him a better leader for the board. ‘I can ask the simple and seemingly stupid questions that nobody dare to ask’ he used to say to the CEO.

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