Owning Up: The 14 Questions Every Board Member Needs to Ask - download pdf or read online
By Ram Charan
"This ebook is a most crucial contribution for either new and skilled administrators, addressing modern company governance. The 14 useful questions characterize the main important matters that forums have to proactively tackle and are rather the most important now as forums take care of the aftermath of the worldwide monetary tsunami."—Thomas J. Neff, chairman, united states, Spencer Stuart"If company America's board contributors had responded those questions, the situation of '08 could were refrained from. The e-book is that robust. it's going to be required studying in each boardroom, govt suite, and enterprise college on the earth. This publication with its singular knowledge may switch the face of company governance—with large dividends to shareholders and society."—Ralph Whitworth, significant, Relational traders LLC"Ram Charan continually turns out to get it correct. possessing Up not just asks the fitting questions, it offers solutions that could make a true distinction for bettering board performance."—James M. Kilts, former chairman and CEO, The Gillette Company"As consistently, well-reasoned, insightful, and thought-provoking. a piece that each director will locate of price, rather given the serious strain of those extraordinary financial times."—Professor Charles M. Elson, director of the loo L. Weinberg heart for company Governance on the collage of Delaware"Here is the publication that each company director wishes at the present time. together with his a long time of insider event, Ram Charan brings extra knowledge and perception to this topic than somebody else I know."—Geoff Colvin, Fortune editor and writer, expertise Is hyped up: What rather Separates World-Class Performers from everyone Else
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Additional info for Owning Up: The 14 Questions Every Board Member Needs to Ask
And they might ask advisory board members to facilitate contact with policymakers. At least one company has had former SEC officials speak privately with lawmakers to make sure regulators were fully informed and didn’t blindside companies based on partial understanding of the issues. The Reputation Lens In this age of transparency, an idea or rumor can spread instantly across the Internet like a virus. The court of public opinion is as crucial as ever, as stakeholders ranging from customers and investors to NGOs and policymakers increasingly speak their minds.
Their communication became very frequent as they worked hard to stay synchronized and ahead of the changing picture. In one company, the board met six times in two months, and yes, all directors attended all those meetings and were instantly available to make rapid decisions. Any delay or less engagement on the part of the board could have been disastrous for the shareholders and employees of that company. Key Points • Boards have to be vigilant to prevent crises and ensure that management is well prepared for the knowable unknowns.
Combine that possibility with expectations of a weakening retail sector and the board gets a clear picture that the apparel maker’s financial health could be in real trouble. Managing risk does not entail eliminating it; the competence required is how to assess it and how to manage it. If you have no appetite for risk, you shouldn’t be on a board; it will inhibit the CEO from making bold and necessary moves and potentially company-saving strategic bets. On the other hand, boards also need to watch the CEO’s appetite for risk: some are almost gamblers (directors would say, “he can be reckless”) and some are too risk averse.
Owning Up: The 14 Questions Every Board Member Needs to Ask by Ram Charan