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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Promise of the Governed Corporation
內容大綱
At its core, corporate governance is not about power but about ensuring that decisions are made effectively. That is why reforms of power relationships will not by themselves create more smoothly run organizations. What is needed is a system in which senior managers and the board truly collaborate on decisions and both regularly seek the input of shareholders. The first step to improving a company's governance system is rethinking the role of directors. They must have expertise in the company's industry and in finance; meeting procedures should focus on new strategies, not just on reviewing past performance; directors need better access to company information; they should be required to devote substantial time to the corporation; and their compensation should be linked to stock performance. Second, managers, board members, and shareholders must set up lines of regular and direct communication.