個案資料

The difference between an effective and ineffective boardroom can be summarized in nine factors. While the existing corporate governance regime consists mostly of checklists, guidelines and best practices, the use of these tools and techniques results in liabilities of simplicity, misdiagnosis, sameness, and “the outsider.” The authors have responded to these liabilities by collecting feedback from 193 board members and have revealed five fundamental behaviours that must be developed for effective boardroom culture: a) a new approach on strategy-setting by the board; b) establishing support and respect among board members; c) encouraging director preparation; d) fostering a board that is open to change; and e) bolstering the active listening skills of directors. In addition, four secondary factors have been identified as playing an important supporting role: a) decision-making orientation; b) director satisfaction; c) curtailing rogue behavior; and d) director support for the chair, when deserved. The authors argue that the most effective corporate governance regime, based on board performance, has to originate with the board itself and the behaviours of its directors. Ultimately, the focus of all nine factors in boardroom culture is the performance of the board.