21st Century Corporate Board

Book Description

The Lowdown on the Hottest Trends in Corporate Goverance—A Complete Blueprint for Tomorrow's Corporate Board Member Regulations, economics, shareholders, court battles—these factors have transformed the corporate board into a powerful, independent force in business. Now boardroom expert Ralph Ward deconstructs the "how and why" of this remarkable phenomenon, and offers a comprehensive, trenchant analysis of the tough issues which the 21st Century Corporate Board will bring to the table. You'll find in-depth coverage of all of the leading topics in board makeup, pay, training, operations, and organization, including:

How the "new directors" will change the corporate equation—women, inorities, entrepreneurs, executives below the CEO level, and others
The move toward increased professionalism, including director certification, accountability, and more
The hidden minefield of stakeholder concerns, from employees to local communities
The pros and cons of paying corporate directors in stock—do we really want directors who are major shareholders?
Future regulations from the SEC, IRS, and major stock exchanges—gearing up for compliance
The growing power of board committees, and what this means for the board as a whole
The coming struggle among shareholder groups to set the board agenda

The new corporate balancing act for directors—independent, but involved; powerful, but responsive; focusing on the short term, but keeping a long-term view

Customer Reviews:

How to Build Better Boards.......2002-08-30

...

How to Build Better Boards

"The Family Circus", Bil Keane's winsome cartoon strip, focuses on the daily ups and downs of life in the often chaotic home of a young family.

Regular readers of the strip have learned that in addition to mother, father, four young children, and three pets, there are two other residents in the household who make regular, if furtive, appearances. Whenever the mother finds a broken dish, a piece missing from a birthday cake, or muddy footprints tracked through the house, we know that the ghostly characters "Ida Know" and "Not Me" are lurking nearby. All the mother has to do whenever she finds something broken, missing, or in disarray is confront her youngsters with the question, "Who is responsible for this?" to elicit the collective response, "Ida Know!" or "Not Me!"

These two troublemakers have apparently expanded their families and sent their children off to inhabit the most senior executive offices of many of the world's best known corporations. Their names are on the tongues of virtually every executive who has had to explain why his or her corporation has collapsed. Listen to the CEOs of Enron, Polaroid, Global Crossing, Warnaco, or Arthur Andersen, for example. The top executives of each of these companies have assured us that they themselves had nothing to do with the collapse of their companies, putting the blame squarely on "Ida Know" and "Not Me" in virtually every case.

Exasperated shareholders wonder whom ultimately to hold responsible for the collapse of these companies and their investments. Ever so slowly, the glare of the lights is shifting to the boards of directors, as questions are raised about board accountability and responsibility. The boards of these companies all seemed to have been napping as they waited for their options to vest.

For all the time, energy, and resources organizations put into training executives, it appears that they put considerably less into training directors and helping them to understand their responsibilities. Type the words "board of directors" or "corporate governance" into the search engine at Amazon.com and you will see a fraction of the number of books that you would find had you typed the word "leadership."

Among the books that stand out are two by Ralph D. Ward: The 21st Century Corporate Board and its follow-up, Improving Corporate Boards. Ward, the editor of Corporate Board magazine, has filled the pair with well-written and insightful case studies, along with specific recommendations for changes in practices and procedures. Together they make an excellent handbook both for companies and for individual directors. In fact, "required reading" is the term that best describes them.

The 21st Century Corporate Board focuses on the turbulent era of the early 1990s, which saw a series of sackings of CEOs at corporate giants GM, Kodak, IBM, and American Express, among others. The frenzied era of hostile takeovers and leverage buyouts in the 1980s was still fresh in the minds of corporate boards. If a CEO failed to keep his company's stock price high enough to ward off potential raiders, boards were not hesitant to send CEOs packing.

Ward divides the book into two sections - an examination of how things got so bad as boards grew increasingly somnolent, and then a prescriptive section, with specific recommendations for changes. Among his most powerful suggestions is that the board have its own office and staff within the organization. Typically most boards rely on assistance from the CEO's or corporate counsel's office. The board needs more independence and autonomy, especially as the prospect of increased government oversight grows.

His more recent book, Improving Corporate Boards, provides more detailed and specific recommendations for improving each branch of a board's function. The audit committee of Enron's board might have spared themselves and the rest of the company more than a little trouble had they read Ward's pithy chapter entitled, "Smarter Audit Committees." Two suggestions seem especially on point: "Make sure the company is looking at the real numbers" and "Learn where right and wrong really are for the company's financials."

Polaroid CEO Gary DiCamillo managed to work the stock price of his company consistently down over his six-year tenure: from a high of ... per share to its recent value of pennies following the company's bankruptcy. Amazingly, near the end of DiCamillo's initial three-year contract, with the stock price at half of what it had been when he first took over as CEO, Polaroid's board paid him a ... cash bonus, extended his contract, and affirmed their support for him. DiCamillo banked the bonus and bankrupted the company. He is still CEO. We can only surmise what might have happened had Polaroid's board members read through Ward's two books and then acted on even a small number of Ward's sound suggestions. As it is, the board has no doubt provided Ward with an unfortunate but instructive case study for a future edition of either of these two solid handbooks. ...

Smashing the Iron Curtain.......2000-06-20

Now that the capitalist/communist divide in eastern Europe has fallen, perhaps the greatest remaining human barrier is between those who have served as directors of public corporations and those who have not. From the inside, boards look like groups of honest, smart, hard-working earnest people trying to do a very difficult job with inadequate tools. From the outside, people automatically use words like "entrenched," "greedy," "co-opted" and "lazy." When the stock is going up, no one thinks of the board. When it goes down, everyone is disgruntled and everyone blames the board. Ralph Ward has bridged that gap with a book that brings the outsider into the boardroom, to see real day-to-day board operations. At the same time the book will show the insider the view from the stands. The author is neither a cheerleader for nor an enemy of boards. He shows how a board can add real value to a public company, but he does not hesitate to criticize bad practice. Any board member can use this book to improve their board. Any investor can use it to understand boards, and to encourage improvement. On top of that, it's actually fun to read.

Wise words from an informed observer........1998-02-03

So you've been a director for 20 years and you think you've read it all. Think again. As he opens "21st Century Board," Ralph Ward sets the stage for adventure. "In editing a national magazine for the past six years, I've had a ringside seat for the wildest era of corporate governance change since the New Deal," Ward begins...and proceeds to bring the era to life in 350+ comprehensive pages. It's all here--the issues, the players, the research, the war stories, the trends--from Archer Daniels Midland to Westinghouse--in a tome so comprehensive that any reader is guaranteed to find something new (even this reviewer, who has spent nearly two decades covering the governance scene). But beyond information, this book offers unbiased, well-reasoned, and fair-minded opinions on the most important governance controversies of our day. Readers joining Ward will soon find that their companion is no mere ticket-holder, but a narrative ringmaster who can put even the "wildest" things in their proper place.

Grabs the reader from page one!

.......1996-12-23

Ralph Ward grabs the reader from page one with a Barbarians at the Gate style tale of the board revolution at General Motors. For the first six chapters I kept wondering if I could somehow buy into the movie rights. By chapter 7, however, he is shifting gears into a history of boards of directors and their function. The likelihood of a movie faded but the book never looses its lively pace through 60 informative chapters with headings like "How to Launch a Board Revolt," "Q: Why is Board Education like Sex Education," and "Take Me to Your Lead Director."

Ward tells the familiar tale, chronicled by Berle and Means and updated by Mark Roe, of how owners were usurped by managers. The recent era of corporate raiders and rubber stamp boards is fading into history as shareholders and their board representatives gain an equal footing with CEOs. Ward draws on his years of experience as editor of The Corporate Board to inform the reader of current trends and to speculate on the future.

For example, Ward tells us that new boards are looking for skills in telecommunications and technology, marketing, international markets, finance, restructuring, entrepreneurial skills, and service industries, as well as for demographic diversity. Ward devotes several chapters to describing the work of audit, compensation, and nominating committees. He also looks examines emerging committees in corporate governance and compliance as well as more specialized committees. He sees the likelihood that small board secretariats will strengthen the board's hand in working with management by helping them dig through the data.

Looking at the chair/CEO controversy, Ward concludes that in most cases the independent outside chair "would not have enough muscle yet to make a difference." "This does not mean we should give up on the idea of a separate chair, but rather that supporters may have been too early with the idea for it yet to be effective." Ward sees lead directors as a "fallback" position that is likely to take hold sooner but on a less formal basis.

Most readers will find that Ward takes a balanced and reasoned approach to SEC regulations, director liability, stakeholder influence, and the dozens of other issues which he covers in brief but informative discussions. Perhaps most controversial is his contention is that we may soon be seriously considering proposals for federal the chartering of corporations. Ward breezes through past proposals by James Madison, William Jennings Bryan, T. Roosevelt, Wilson, Taft, William O. Douglas, Ralph Nader, and more recent efforts. He points out that "the very Congress that gained power in 1994 by proclaiming a return of power to the states passed the Private Securities Litigation and Reform Act of 1995" which preempts state powers in shareholder suits and adds federal disclosure requirements.

Ward argues that several federal laws have defused the radical call for federal chartering while bringing us closer to a de facto federal system. "While federal chartering waves of the past century were stirred by politicians, jurists, and consumer advocates, a renewed effort would likely be led by shareholders." "If federal corporate certification could supersede state lawsuits, coordinate often contradictory federal regulations, and set clear standards for board behavior, it might well draw new fans from the business sector." I find his arguements compelling. If shareholders and businesses united around such a proposal now, we might avoid populist based demands, with confusing stakeholder provisions for constituent based boards, which are likely to resurface in an economic downturn.

http://www.corpgov.net

Average customer rating:
Inside the Minds: The Board of the 21st Century: Leading Directors from Wal-Mart, 3M, Lowes and More on the Evolution of Corporate Governance (Inside the Minds)
Harold Brown , Peter C. Browning , Carl E. Bill , John T. Gardner , Charles D. O'Dell , Elizabeth Sanders , and Louis W. Sullivan
Manufacturer: Aspatore Books
ProductGroup: Book
Binding: Paperback

General | Business & Investing | Subjects | Books
Leadership | Management & Leadership | Business & Investing | Subjects | Books
Management | Management & Leadership | Business & Investing | Subjects | Books
ASIN: 1587622289

Book Description

Inside the Minds: The Board of the 21st Century is a detailed examination of the ways in which a corporate board should operate. This titile features a wealth of board members representing public and private companies, as well as boardroom recruiters and external experts, from some of the top companies globally as well as nationwide. Offering a broad, yet comprehensive overview of the ins and outs of board service - this text is wide in scope, as authors attempt to answer one seemingly daunting, yet fundamental questions, "What should the board of the 21st Century look like?"

Book Description

This digital document is an article from Journal of Leadership & Organizational Studies, published by Baker College System - Center for Graduate Studies on March 22, 2005. The length of the article is 6361 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: The 21st century board: structure, responsibility, assessment.
Author: Richard F. Hall
Publication: Journal of Leadership & Organizational Studies (Refereed)
Date: March 22, 2005
Publisher: Baker College System - Center for Graduate Studies
Volume: 11 Issue: 3 Page: 62(10)

Distributed by Thomson Gale

Director competencies for the 21st century: a guide for new members of the board.: An article from: Management Quarterly

Average customer rating:

Director competencies for the 21st century: a guide for new members of the board.: An article from: Management Quarterly
Greg Boudreaux
Manufacturer: National Rural Electric Cooperative Association
ProductGroup: Book
Binding: Digital

General | Business & Investing | Subjects | Books

Book Description

This digital document is an article from Management Quarterly, published by National Rural Electric Cooperative Association on January 1, 1997. The length of the article is 5126 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

From the supplier: The job of directors of electric utilities is changing as the industry faces increasing competition, growing demands for customer choice, and a new legal and regulatory landscape. In such an environment, board members have to deal with the challenges of addressing a wider variety of issues that involve a greater degree of risk and uncertainty, and that have to be resolved at a shorter period of time. The National Rural Electric Cooperative Assn., a committee of managers and an advisory group of directors teamed up to determine the competencies that directors would need to successfully cope with industry pressures. They identified eight major competencies, namely, cooperative outlook, organizational well-being, self-management and growth, collaboration, decisiveness, leadership, initiative, and perseverance.

Citation Details
Title: Director competencies for the 21st century: a guide for new members of the board.
Author: Greg Boudreaux
Publication: Management Quarterly (Magazine/Journal)
Date: January 1, 1997
Publisher: National Rural Electric Cooperative Association
Volume: v37 Issue: n4 Page: p32(9)

Distributed by Thomson Gale

Book Description

A feature-rich, engagingly written personal finance text that uses many examples and stories to show how the details of managing personal finance assets actually play out in real life. The book teaches lifelong decision-making skills, speaking to beginners in personal financial management no matter their age and life experience. It takes a hands-on approach to analysis of personal finance decisions, providing numerous opportunities for students to exercise critical thinking skills and implement a decision-making model. It incorporates a unique interdisciplinary perspective that draws on economics, accounting, finance, consumer law, tax law, and consumer psychology to emphasize the integrated context in which all good financial choices should be made.

Personal Finance: Tools for Decision Making: Instructor's Resource Manual With Test Bank

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Personal Finance: Tools for Decision Making: Instructor's Resource Manual With Test Bank
Ramaglia and MacDonald
Manufacturer: Southwestern
ProductGroup: Book
Binding: Paperback
ASIN: B000MX42LI

Thinking Strategically: Power Tools for Personal and Professional Advancement

Average customer rating:

An Outstanding Professional Guide
What are the three pillars of professional productivity?
Interesting ideas on how we can be our own guru
This book show you how to be your own guru.
Good content, bad writing

Thinking Strategically: Power Tools for Personal and Professional Advancement
Craig Loehle
Manufacturer: Cambridge University Press
ProductGroup: Book
Binding: Hardcover

Management | Management & Leadership | Business & Investing | Subjects | Books

Entrepreneurship | Small Business & Entrepreneurship | Business & Investing | Subjects | Books

General | Philosophy | Nonfiction | Subjects | Books

Logic & Language | Philosophy | Nonfiction | Subjects | Books

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Cognitive Psychology | Behavioral Sciences | Science | Subjects | Books

General | Behavioral Sciences | Science | Subjects | Books

ASIN: 0521560586

Book Description

Professionals today, whether scientists, engineers, entrepreneurs, or managers, need to maximize their effectiveness. Real world problems are complex and must be tackled with adequate conceptual tools. Hard work and motivation are not enough. Professionals need to think strategically in order to choose the right problem to solve, to solve it in a cost-effective way, to use resources efficiently, and to be innovative and productive. Written in a concise, accessible style, Thinking Strategically goes beyond brainstorming motivational books to provide the power tools needed to dissect problems and to find innovative solutions. These tools are based on an understanding of the power of bottlenecks, paradox, scale and perspective constraints, and feedback as leverage points for getting a grip on the problem. The result is a practical book for managers and other professionals about the strategic use of effort that can lead to astonishing levels of productivity.

Customer Reviews:

An Outstanding Professional Guide.......2005-01-22

This is a must-have guide for anyone in, or preparing to work in, a professional field involving scientific discovery, creating things, or solving complex real-world problems.

What are the three pillars of professional productivity?.......2001-07-16

Knowing how to increase my productivity has benefited me in several ways: monetarily, satisfaction, competitive advantages for myself and clients, etc. Leohle explains why skill, motivation, and strategic use of time and effort results in professional success. Worthy library addition for any thinker.

Interesting ideas on how we can be our own guru.......1999-08-25

Politicians have trusted advisers and strategists who guide them in their every move. There are, however, many professions that require innovative thinking and decision making, and whose practitioners have to be their own strategists. Of course, people in such occupations could do what most people do, which is to use a trusted colleague as a sounding board for their ideas. However, many times a colleague is not available, and even if one were, there is no guarantee that he or she will have the level of discernment needed for a particular problem. It is possible to circumvent the lack of a guru, a spin doctor or a discerning friend, by verifying our own ideas before implementing them. Loehle's book Thinking Strategically: Power Tools for Personal and Professional Advancement, teaches us how to condition our intellect to think ahead so that we can plan a strategy to attain that which is important to us. Naturally, this includes choosing the best path whilst avoiding pitfalls, side-tracking and even derailment from the path. For that, we must learn how to study the particular, while keeping an eye on the whole, and to keep in perspective several logical and causal connections simultaneously. Then, when we master how to think by ourselves, we must learn how to be our own sounding board, that is, how to check our results against all possible errors that can occur during the thinking process and compare them objectively against a known standard. This aspect of strategic thinking is referred to as reality check. The author distinguishes two types: internal and external. The former is important because many of the patterns we perceive are not real but artefacts of our imagination or, may have resulted from an array of potential errors of thinking such as faulty generalization, bad use of logic, incoherence and bad risk checking. The external reality check is like scientific hypothesis testing or the test drive of a new car, and it requires us to submit our result to an array of tests to discredit it, and finally to peer review. One does not need to be a book worm to fully appreciate this book but being reasonably well-read in scientific and technological matters will help to fully appreciate the examples taken from the great innovators. Thinking Strategically is a cornucopia of rich pickings of allegories, common sense and wisdom tempered by the amusing illustrations of Richard Loehle. I recommend this book for anyone challenged to provide novel ideas or solutions to problems still untackled by routine manuals. pires.obrien@netmatters.co.uk

This book show you how to be your own guru........1999-08-24

Good content, bad writing.......1998-03-01

This book was higly recommended to me by a colleague, and after reading it I realize that the content is indeed very good. But the aridity in the author's writing style sometimes jeopardize the content. The text should be more pleasant to read, with more passion and more fun, but instead, it reads like a scientific thesis, with almost no emotion. The few times the author tries to throw a little humor into the text, it looks like it's out of context. But, again, it is worth reading for the very well structured message about strategic thinking tools and techniques, even if ater a while you become a little bored.

Book Description

In the coming decades the world will need to more than double its food and feed production, almost all of the increase being needed in developing countries. This has socioeconomic and biophysical implications. Traditional component and commodity research addresses overly narrow issues at too small a scale. Rural development needs an eco-regional approach that integrates biophysical and socioeconomic work on cropping systems, livestock, the environment, and natural resources.
This book contains the papers, response papers and discussion report of a five-day seminar on eco-regional approaches. It assesses the state of the art of systems approaches applied to eco-regional problems, presenting and discussing a number of case studies. Future research needs are discussed, as well as ways to improve collaboration between research institutes.
The seminar on which the book is based was organised on behalf of the Directorate General for International Cooperation of the Netherlands Ministry of Foreign Affairs by the Research Institute for Agrobiology and Soil Fertility (AB-DLO), the Wageningen Agricultural University (WAU), and the International Potato Centre (CIP). It was held at the International Service for National Agricultural Research (ISNAR), and was attended by participants from all CGIAR centres, among others.

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