Governance
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Double incentive suggested in Rajan committee report to catalyse governance ... - Times of India

Double incentive suggested in Rajan committee report to catalyse governance ... - Times of India | Governance | Scoop.it
Double incentive suggested in Rajan committee report to catalyse governance ...
Times of India
Two aspects stand out in the report of the Raghuram Rajan committee for evolving a development index.
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Independent Board Of Directors' Members Under Corporate Governance ... - Mondaq News Alerts (registration)

Independent Board Of Directors' Members Under Corporate Governance ... - Mondaq News Alerts (registration) | Governance | Scoop.it
Independent Board Of Directors' Members Under Corporate Governance ...
Mondaq News Alerts (registration)
Corporate governance principles came into effect through the Turkish Commercial Code No. 6102 ("TTC").
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Improving Board Governance: McKinsey Global Survey results

Improving Board Governance: McKinsey Global Survey results | Governance | Scoop.it

 

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.


Via The Learning Factor
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The Learning Factor's curator insight, October 1, 2013 7:30 PM

Directors are savvier about strategy than in 2011, still struggle to get their arms around risk management, and can learn more from boards with the highest impact. A McKinsey & Company article.