Private Sector Opinion 38: Peter Verhezen recommends a radical form of transparency that indicates a very different type of board governance - where top management and the firm’s employees are trusted to always do the right thing, and where there is a “no secrecy” context, based on trust instead of fear.
Publish Date: 9/9/15
Private Sector Opinion 35: A company in distress demands special attention from its board of directors to help steer the enterprise into calmer waters. In addition, in such turbulent times, the board and its fiduciary duties are often put to test by disgruntled shareholders and creditors looking to recover their investments or loans.
Publish Date: 1/29/15
Private Sector Opinion 33: This paper sets forth some key lessons learned about board assessment, primarily in the United States and the United Kingdom, and explores how that learning may apply to board assessment opportunities around the world.
Private Sector Opinion 32: This paper argues that the social factors that have driven increased voluntary environmental, social, and governance (ESG) disclosure over the past three decades are sufficiently compelling to lead to mandated disclosure worldwide.
Мнение Частного Сектора 30: Директора многих компаний, чья деятельность однажды была омрачена крупным скандалом, не до конца понимали, либо невнимательно относились к выполнению таких своих основных обязанностей, как: обеспечение ответственности, лояльности, репутации, соблюдению законов и внутреннего надзора в своих компаниях. Чтобы эффективно выполнять эти обязанности, члены совета директоров должны использовать все доступные им средства.
Publish Date: 4/16/13
Private Sector Opinion 31: The financial crisis and its rippling effects on the wider corporate sector have prompted companies to rethink how they govern and manage risk. This paper discusses the board’s role in the governance of risk and the benefits of establishing a separate board-level risk-management committee - a need that applies to financial and nonfinancial institutions, as well as large and small companies.
Publish Date: 3/19/13
Private Sector Opinion 30: In many companies affected by scandal, directors do not understand or pay close attention to their core duties: care, loyalty, good faith, compliance, and oversight. Directors must use the tools at their disposal to effectively execute their responsibilities.
Publish Date: 12/28/12
Private Sector Opinion 29: Corporate sustainability ratings are a potentially powerful but still underused tool for building a competitive, socially purposeful, and financially sound enterprise. Allen White discusses the purpose, methodologies, strengths and limitations, and future architecture of sustainability ratings.
Publish Date: 11/27/12
Private Sector Opinion 28: Barney Jordaan argues that the best cure for conflicts in family businesses is prevention - through establishing basic family governance structures and, failing that, dispute resolution processes.
Publish Date: 9/26/12
Private Sector Opinion 27: What should board members know about social media as it relates to a company’s ability to do business and safeguard its image? And what is the board’s role in helping a company make the best use of social media?
Publish Date: 6/22/12
Private Sector Opinion 26: Before taking advantage of the growing opportunities of the Chinese market, investors will do well to understand the strong influence of Chinese culture on the way businesses operate, how they govern themselves, and how they interact with each other.
Publish Date: 5/31/12
Private Sector Opinion 24: Michel Doucin begins his article with a fascinating historical analysis of the CSR concept. He identifies its pioneers, including those in emerging markets, and the different interpretations of CSR. He concludes by arguing for genuine international rules to shape a universal CSR framework. The challenge is to build a balance between collective private self-regulation and government regulations.
Publish Date: 12/10/11
Private Sector Opinion 23: This paper explores the dynamics of culture and corporate governance in India by calling attention to three areas where the clashes are strongest: related-party transactions, the promoter's or large shareholder's actions, and the board's nominations, deliberations, and effectiveness.
Publish Date: 10/10/11
Private Sector Opinion 22: by Melsa Ararat and George Dallas. What should investors do when scholarly research on corporate governance in emerging markets does not provide conclusive evidence on which aspects of governance matter most across all the emerging markets and how they affect firm performance?
Publish Date: 8/10/11
Private Sector Opinion 21: The author cites evidence that using quotas to increase female representation on the board can lead to tokenism, diminish the overall value of diversity on boards, and affect board dynamics.
Publish Date: 6/10/11
Private Sector Opinion 20: The level of shareholders’ expertise and experience needs to be questioned as they wield greater clout and become more deeply involved in strategic issues that should be the board’s purview. This misdirected involvement, in his opinion, distracts shareholders from their principal and most important role: electing and overseeing boards.
Publish Date: 4/10/11