Details

Subject(s)

• Boards of directors [Browse]
• Corporate governance [Browse]

Summary note

"The role of boards in corporate governance is constantly changing. New topics such as geopolitics, cyber risk, ESG and greenwashing are coming to the fore and new guidance is required to enable boards to meet these challenges"-- Provided by publisher.

Source of description

Description based on publisher supplied metadata and other sources.

Contents

• Cover
• Title Page
• Copyright Page
• Contents
• About the Author
• Acknowledgements
• Preface
• Part I The Four Pillars of Board Effectiveness
• Joanne Marker and Board Service
• Chapter 1 The Four Pillars of Board Effectiveness
• The First Pillar: People Quality, Diversity, Focus, and Dedication
• The Second Pillar: Information Architecture
• The Third Pillar: Structures and Processes
• The Fourth Pillar: Group Dynamics and Board Culture
• Chapter 2 Governance Challenges around the World
• Scientific Lessons from Natural Selection
• What is Transformational Leadership?
• Should We Trust Leaders?
• The Governance DNA
• Chapter 3 The Successful Director: Values and Character
• Duty of Care
• Duty of Loyalty
• Duty of Compliance (or Obedience)
• Integrity: A Key Characteristic of Board Directors
• Chapter 4 The First Pillar: People Quality, Diversity, Focus, and Dedication
• Quality and Diversity
• Focus
• Dedication
• Chapter 5 The Second Pillar: Information Architecture
• How Complete is Your Information?
• Chapter 6 The Third Pillar: Board Structures and Processes
• Processes
• Committee Structure
• Board Secretary
• Lead Director or Vice Chair
• Chapter 7 The Fourth Pillar: Group Dynamics and Board Culture
• Understanding Group Dynamics
• Coalitions Within a Board are Inevitable - and they Feed into Politics
• Coalitions Within a Board are Inevitable
• Boards Fall into Traps
• Drawing Strength from the Board's Potential
• Developing Self-awareness
• Cognitive Biases: Groupthink
• Board Culture
• Summary Table to Part I: The Four Pillars of Board Effectiveness Toolkit
• Checklist on People Quality, Diversity, Dedication, and Focus
• Checklist on Information Architecture
• Checklist on Structures and Processes
• Checklist on Group Dynamics
• Part II Board Failures and Challenges.
• Chapter 8 Four Areas of Board Failure
• Chapter 9 Risks and Ensuring the Right Board Risk Philosophy
• Chapter 10 A Board Member's Practical Guide to Risk Thinking
• The Physical Health Check: Technical Risks
• Identify your Risks
• Assess your Risks
• Manage your Risks
• Structure your Risks
• The Mental Health Check: Behaviours
• The Strategic Risk Check
• Typical Strategies
• Strategic Risk Assessment
• The Governance Risk Check
• Chapter 11 Elements of Advanced Risk Techniques for Board Members: From Quants to Cyber
• The Why and How of Quantitative Risk Assessment for Boards
• Classical Quantitative Techniques
• Integration of Risks
• The Outcome of Risk Assessment
• Cyber Risk
• Chapter 12 Crisis Management
• Crisis as a Turning Point
• There is Work to be Done in Peaceful Times
• Communication Principles
• Another Powerful Weapon: Gathering Information
• A Crisis Will Shed Light on Boardroom Fissures
• Procedure vs Authenticity
• Communicate Your Way to Rebuilding Trust
• Chapter 13 The Four Tiers of Conflicts of Interest
• Tier-I Conflicts: Individual Directors vs Company
• Tier-II Conflicts: Directors vs Stakeholders
• The Institutional Loyalty of Board Directors
• The Influence of Domineering Board Members on Others
• Board Directors Organised as a Self-interested Stakeholder Group
• Tier-III Conflicts: Stakeholders vs Other Stakeholders
• Conflicts of Interest between Stakeholders and the Company
• Conflicts of Interest between Different Classes of Stakeholders
• Conflicts of Interest within a Group of Stakeholders
• Tier-IV Conflicts: Company vs Society
• Chapter 14 High-level Fraud and Active Board Oversight
• Why Does High-level Fraud Happen?
• Injustice
• Lax Oversight
• Problematic Culture
• Financial Illiteracy
• How to Create an Effective Oversight Environment.
• Preventing Injustice: Broaden the Notion of Conflict of Interest
• Preventing Lax Oversight: Build Appropriate Frameworks
• Preventing Toxic Behaviours: Create a Positive Culture
• Strengthen Board Oversight Expertise with Special Focus on Legal, Compliance, Risk, Fraud, and Financial Reporting
• Tools for Anti-fraud Activities: Assessment, Prevention, Detection, and Investigation
• Assessment
• Prevention
• Detection
• Investigation
• Part III Board Leadership
• Joanne Marker and Board Values at Comfre
• Chapter 15 Board Leadership and Values
• Quality Boards Live and Breathe Integrity
• Which and Whose Values?
• Board Values vs Organisational Values
• Family Values in Business
• A New Board Arena for Joanne Marker: Chairing the Board
• Chapter 16 Becoming the Chair
• The Role of the Chair
• Effective Chairs are Active
• Transitioning into the Role of the Chair
• Recognising the qualities of great chairs
• Rising Expectations of Chairs
• Chairs as Transformational Leaders
• Vigilance toward Continuous Board Evolution
• Making the Right Decisions about Chairmanship Roles and Styles
• Knowing when to take charge, partner, or stay out of the way
• Managing the Transition
• Leaving a Lasting Organisational Impact as Board Chair
• Appendix 16A - Checklist: Board Chairs as Stewards
• Joanne Marker Enters the Chair Arena
• Chapter 17 The Chair-CEO Relationship
• Chair-CEO Dynamics - the Hallmarks of a Productive Relationship
• Tests of the Chair-CEO Relationship
• The Ideal Attributes of a Chair to be a Secure Base to the CEO
• Joanne Marker Confronts Failing Board Culture
• Chapter 18 The Board-Management Relationship
• Supervision
• Support
• Blurring the Board-Management Relationship
• Writing Governance Codes is Easier than Changing Behaviours
• Chapter 19 Effective Diversity
• Diversity is Good . . . But Why.
• and When?
• Diversity as a Considered Choice
• Gender
• Culture
• Personality
• Age
• Social Background
• We Have Embraced Diversity . . . Now What?
• The Chair's Role in Building and Nurturing Diversity
• Chapter 20 Stewardship from the Board
• Building Upon a Rich Cross-disciplinary Legacy of Thought
• Psychological, Organisational, and Cultural Influences on Stewardship
• Steward Leaders Build on their Unique Strengths to Drive Stewardship
• Steward Leaders Deliver Long-lasting, Meaningful, and Inclusive Impact
• The Stewardship Landscape
• Becoming a Steward Leader: What it Takes
• Stewardship Risks
• Boards are Key to Fostering Stewardship
• Part IV Board Best Practices
• Chapter 21 The Board as a Strategic Asset
• Five Definitions of Strategy
• Clarifying the Board's Role
• Taking Context into the Mapping Process
• The Impact of Context on Strategic Views and Roles of the Board
• The Board's Ultimate Strategic Significance
• Chapter 22 Is the Board a Team?
• Fundamentally, the Board is Not a Team
• Boards Must Allow for Controlled Instability and Dissent
• Convictions can be the Fuel in a Board's Teamwork
• The Overarching Objective is to Make Boards Cohesive and Potent
• Ways to Nudge a Board up the Maturity and Potency Curve
• Effective Board Teams are Adept at Juggling Competing Priorities
• Potent Boards Know When to Converge and When to Diverge - and Value Both
• Appendix 22A: Characteristics of a potent board checklist
• Appendix 22B: Board members' cultural and cross-cultural competences checklist
• Chapter 23 A Primer on Finance Essentials for Directors
• Reading Financial Reports
• Understanding Ratios to Analyse Operating Strategies
• Interpreting between the Lines of Financial Statements
• How to Identify Red Flags in Financial Statements
• Implementing Desired Capital Structure.
• Understanding Valuation Fundamentals
• Estimating Cash Flows
• Cost of capital, or weighted average cost of capital (WACC)
• NPV, the Net Present Value
• Real Options
• Market Multiples
• Making Better M&
• A Decisions
• What do we know about M&
• As through empirical studies?
• Overseeing Risk
• Chapter 24 The Intricacies of Subsidiary/Holding Governance
• Structures
• Chapter 25 Fostering Entrepreneurship from the Board
• 'Best Practice' Governance vs Entrepreneurship
• Boards Should Actively Encourage Entrepreneurship
• Innovativeness and Autonomy
• Passion and Risk Taking
• Chapter 26 The Board's Oversight Framework for M&
• As
• Creating a Deal-making Mindset
• Seeing the Bigger Picture
• Staging Deals with Maximum Precision
• Strategy Fit Review
• Risk Analysis
• Due Diligence
• Deal Structure and Pricing
• Integration
• Post-integration Analysis
• Confronting Litigation Involving M&
• Conflicts of Interest
• Lack of Disclosure
• Hostile and Friendly Takeover
• Pre-acquisition Mismanagement
• Post-acquisition Mismanagement
• Acknowledgement
• Chapter 27 Boards and Oversight of KPIs
• KPIs are a Language - and are Indispensable for Boards
• KPIs Need to be Credible to be Useful
• Zooming in on the KPIs that Matter - and that Tell a Story of How the Company Creates Value
• KPIs Should Measure What is Critical
• A Keen Focus on Value Creation
• KPIs Help Diminish Substantial Business Risks Linked to ESG
• KPIs and Human Capital
• A Dynamic Approach to KPIs
• Hi-tech Display and Review of KPIs
• A Renaissance of the Balanced Scorecard
• KPIs for Board Members
• Appendix 27A
• Checklist
• Chapter 28 The Talent Pipeline
• The Board's Responsibility for Talent Management
• From succession plans to transitioning leaders, boards have a role to play.
• The New Talent Dynamic: Culture, Values, Community.

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ISBN

• 1-394-30937-6
• 1-394-22039-1

OCLC

1450838745

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