Boards That Dare : How to Future-Proof Today's Corporate Boards.
Boards That Dare offers actionable solutions to help board directors, chairs and CEOs move away from outmoded thinking and practices. THE CHALLENGE Corporate boards as fiduciaries are responsible for delivering maximum value and the highest standards of care. The persistent misconception that boards...
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| Format: | Electronic eBook |
| Language: | English |
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London :
Bloomsbury Publishing PLC,
2018.
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| Genre/Form: | Electronic books |
MARC
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| 100 | 1 | |a Stigter, Marc. | |
| 245 | 1 | 0 | |a Boards That Dare : |b How to Future-Proof Today's Corporate Boards. |
| 260 | |a London : |b Bloomsbury Publishing PLC, |c 2018. | ||
| 300 | |a 1 online resource (201 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 500 | |a Boards that Are ... attract and retain the best directors. | ||
| 505 | 0 | |a Cover page; Halftitle page; Title page; Copyright page; Dedication page; CONTENTS; ACKNOWLEDGEMENTS; ABOUT THE AUTHORS; 1 The case for future-proofing; Even faster-moving but still holding on; Daring to take a hard look; Governance dysfunction in 'being'; Impacts of 'overlooking' or 'encouraging'; The rise of tax shaming; The challenge: beyond shareholder activism; Preparing for bigger and bolder shareholder activists; Why an insurrection of shareholder activists?; Preparing for bigger and bolder consumer activists; From activism to populism; Preparing for 'anti-corporate populism' | |
| 505 | 8 | |a The opportunity: reframing value and careBoards will really need to care; Corporate Social Responsibility is dead; Questions around Shared Value in practice; Audacious daring or whitewashing?; Reputations at risk; The future-proofing opportunity; 2 Boards that CAN; A different road ahead; The powerless past; The passive present; The unleashing future; A new governance practice; A deeper and broader role in strategy; From unlocking to creating to scrutinizing; A different composition needed; An enhanced set of attributes; 3 Boards that KNOW; 'Sorry, we didn't know'; Going back to the future. | |
| 505 | 8 | |a Take control of information needs!Chock them full of 'facts'; The knowledge imbalance; Misinforming the board; 'A bit scary going down that path'; Are two heads better than one?; Nice boards don't Know; Behavioural blockages; No time to Know; What do boards want to Know?; 'Bring us the off-the-wall stuff'; 'Here's the latest and greatest'; Can boards Know?; Getting the basics right; Knowing as a team; Knowing starts with Self; Can + Know = intellectual capability; The governance-innovation mismatch; Directors as entrepreneurs; Boards emulating entrepreneurial sensing; Not Prozac intuition. | |
| 505 | 8 | |a 4 Boards that WANTDirectors must be insane!; Let's not rock the boat; A dirty 'secret'; WANTED: Boards that Want; Directors asleep at the switch; Insight inertia paralysing boards; Action inertia paralysing boards; The elephant in the boardroom; How directors withdraw energies; Broken promises; I didn't sign up for this!; Is it about money?; Is it about time?; Impact of Want on Can and Know; A board with comfortable energy:a 'delusional board'; A board with corrosive energy: a 'toxic board'; A board trapped in resigned inertia: 'death warmed up' | |
| 505 | 8 | |a A board with productive energy: 'the size of the prize'Why directors should Want; Boards that Can, Know and Want ... is still NOT enough; 5 Boards that ARE; Getting away with it; The buck must stop with the board; Is it just the cost of doing business?; Are boards getting away with it?; Governance dysfunction in 'being'; Why unethical behaviours can creepinto boards; What derails the moral compass of boards?; How to improve the moral compass of boards; Boards that Are ... act with conscience; Boards that Are ... encourage dumb questions; Beyond demographic markers of diversity. | |
| 520 | |a Boards That Dare offers actionable solutions to help board directors, chairs and CEOs move away from outmoded thinking and practices. THE CHALLENGE Corporate boards as fiduciaries are responsible for delivering maximum value and the highest standards of care. The persistent misconception that boards should be driven primarily by shareholder value will soon be an outdated one, and boards that continue to apply narrow interpretations of value and care are unlikely to survive. THE OPPORTUNITY This book reveals a future-proofing opportunity for courageous boards to redefine value and care for employees, consumers, communities, society, the environment, and shareholders. There is no point in trying to reframe value and care for a wider range of audiences if boards don't have the right capabilities and attitudes themselves. THE SOLUTION Boards that Dare invites boards to challenge shortcomings in their own ability, understanding and courage. The book shows how boards embracing this new kind of broadened fiduciary dynamism will become future-proof and realize sustained shareholder value as an output. THE RESEARCH Based on the authors' first-hand experiences, as well as their own research and interviews with board members and chairs of international private, public and not-for-profit organizations, this highly practical and cutting-edge book delivers the necessary solutions on how to future-proof today's boards. | ||
| 588 | 0 | |a Print version record. | |
| 650 | 0 | |a Boards of directors. | |
| 655 | 0 | |a Electronic books. | |
| 700 | 1 | |a Cooper, Cary. | |
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