The Globe and Mail Icahn: US corporate governance worse than DC CNBC.com Billionaire activist investor Carl Icahn slammed the state of corporate governance in America on CNBC Wednesday, saying it was even more dysfunctional than the political system.
Good Governance and Economic Performance Brookings Institution Recent events point once again to the importance of good governance and responsive political systems, a familiar topic in studies of long-term economic growth.
Report on Business has examined the boards of directors of 232 companies and income trusts in the S&P/TSX composite index as of Sept. 1, 2013, to assess the quality of their governance practices. (Proud to be named No.
The Governance Committee: A Key Element of a Successful Strategy Huffington Post I am not a fan of having numerous standing board committees for arts organizations.
Jacques Grisé, Ph.D., F.Adm.A.'s insight:
I am not a fan of having numerous standing board committees for arts organizations. I appreciate the need for a finance committee, a separate audit committee (the same people who approve the budget at the beginning of the year should not be responsible for auditing financial performance at year end), an executive committee (that can operate when the entire board is in recess), etc. But I prefer board members to spend time in the community, building support for the organization, rather than to sit in endless committee meetings.
But there is one committee that is crucial, and that is carelessly assembled all too often: the governance committee (sometimes called the nominating committee).
In this podcast, Sunil Soares describes what information integration and governance is, tells why it’s important for big data and analytics applications and describes how a company can implement or improve its data governance strategy.
I am often asked about the difference between “change management” and “change leadership,” and whether it’s just a matter of semantics. These terms are not interchangeable. The distinction between the two is actually quite significant. Change management, which is the term most everyone uses, refers to a set of basic tools or structures intended to keep any change effort under control !
The greatest failing of education reformers in the U.S. this past quarter century has been their neglect of governance and structure—widely regarded either as politically impractical to touch or as too boring to get anyone interested.
Jeff Jordan, a partner at venture capital firm Andreessen Horowitz, recently wrote an essay about how thoroughly Amazon is clobbering everyone else in the ecommerce business. The chart below tells the story.
Some Thoughts for Boards of Directors in 2014 - The Harvard Law School Forum on Corporate Governance and Financial Regulation - A law and economics blog from the Harvard Law School Program on Corporate Governance that gathers the latest news,...
Jacques Grisé, Ph.D., F.Adm.A.'s insight:
In many respects, the relentless drive to adopt corporate governance mandates seems to have reached a plateau: essentially all of the prescribed “best practices”—including say-on-pay, the dismantling of takeover defenses, majority voting in the election of directors and the declassification of board structures—have been codified in rules and regulations or voluntarily adopted by a majority of S&P 500 companies. Only 11 percent of S&P 500 companies have a classified board, 8 percent have a poison pill and 6 percent have not adopted a majority vote or plurality-vote-plus-resignation standard to elect directors. The activists’ “best practices” of yesterday have become the standard practices of today. While proxy advisors and other stakeholders in the corporate governance industry will undoubtedly continue to propose new mandates, we are currently in a period of relative stasis as compared to the sea change that began with the Sarbanes-Oxley Act and unfolded over the last decade.
In other respects, however, the corporate governance landscape continues to evolve in meaningful ways. We may be entering an era of more nuanced corporate governance debates, where the focus has shifted from check-the-box policies to more complex questions such as how to strike the right balance in recruiting directors with complementary skill sets and diverse perspectives, and how to tailor the board’s role in overseeing risk management to the specific needs of the company. Shareholder engagement has been an area of particular focus, as both companies and institutional investors have sought to engage in more regular dialogue on corporate governance matters. The evolving trend here is not only the frequency and depth of engagement, but also a more fundamental re-thinking of the nature of relationships with shareholders and the role that these relationships play in facilitating long-term value creation. Importantly, this trend is about more than just expanding shareholder influence in corporate governance matters; instead, there is an emphasis on the roles and responsibilities of both companies and shareholders in facilitating thoughtful conversations instead of reflexive, off-the-shelf mandates on corporate governance issues, and cultivating long-term relationships that have the potential to curb short-termist pressures in the market.
Dans une entreprise la communication doit absolument exister, au prix d'un affichage des désaccords. Mais c'est au dirigeant de trancher, avec l'assurance d'avoir entendu tous les points de vu.
- Le dirigeant ne communique qu'après avoir dirigé -
La communication sert à donner un sens commun, ce qui éclaire et simplifie la vie de ceux qui en sont destinataires. Si les dirigeants l'utilisent pour autre chose, c'est tout simplement qu'ils sortent de leur rôle. Soit ils n'en ont pas pleinement conscience ni de l'effet qu'ils produisent sur les autres, et une explication de fond s'impose ; soit ils jouent un jeu personnel, et aucun règlement ne les en empêchera. D'ailleurs, la communication n'est qu'un appoint au rôle de dirigeant.
EXPERTS Qualité de Vie au Travail - Stratégies RH et Communication Stratégie de Bien-être, Performance et Efficacité Prévention des RPS - Audits – Formations INTRA-ENTREPRISE - Team Building http://www.csdeveloppement.com
Le gourou du management dénonce les dérives de l'encadrement traditionnel. Il détermine cinq principes clefs qu’il juge indispensables aux entreprises d’aujourd’hui: les valeurs, l'innovation, l'adaptabilité, la passion, l'idéologie.
LE CERCLE. C’est effrayant le nombre d’indicateurs que l’on peut trouver dans une entreprise ! Ils sont affichés, envoyés par mail, transmis par SMS, commentés en comité de direction... Il y en a trop et qu'il faut arrêter de croire que c'est en regardant le thermomètre qu'on fait baisser la température.
The effectiveness of a board should not be considered a nice addition to a well-managed company, but a prerequisite. Experts weigh in on what needs to be done to transform boards from slow-moving entities to well-greased machines.
Board directors today are more confident in their knowledge of the companies they serve and more strategic in their approach than they were in 2011, according to the latest McKinsey global survey on governance.1 They say a greater portion of their boards’ time is now spent on strategy, while they are spending less time than before on M&A. The share of time spent on strategy is even greater at private-company boards than at public companies, which tend to spend more time on compliance.
While directors now report a more complete knowledge of various company issues than they did before,2 they say their boards struggle to understand and make time to manage business risks—one of several areas where directors indicate room for further improvement. Another is the clear need for directors to spend more time on their role: the total number of days per year respondents say they spend on board work has not increased much since the previous survey. At boards where directors say their decisions and activities have a very high impact on company performance, though, respondents spend much more time in their role than others do. These directors also report using some best practices (such as resource allocation) that all respondents agree would most improve board performance.
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