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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
New Challenges for Corporate Governance
內容大綱
According to the author, we are in the midst of a tectonic-plate movement in the financial world that is shaking the 'real' world quite dramatically. The purpose of the article is not to review the causes or longevity of the 2008-2009 finance crisis, but to explore the curiosity that in the world of publicly- traded companies, boards of directors have once again let society down. Complicating matters is the fact that, just as a re-balancing of the directors' role was taking shape post-Sarbanes Oxley, expected reforms in the areas of risk management and compensation will once again challenge director effectiveness. While boards will never be able to predict the future, the author argues that they can become more effective instruments for helping management devise plausible and actionable strategies if they do three simple things: take charge of their own agendas, manage their time effectively against three time horizons (past, present and future), and continually assess their performance against best practices.