Corporate Boards Create Value / Edition 1

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Today's company directors face overwhelming governance challenges."Best practices" provide directors with only piecemeal solutions.This book explains Policy Governanceâ, the only complete andconceptually coherent operating system for boards. John Carver, thecreator of The Policy Governance model and boardroom consultantCaroline Oliver demonstrate that the value a board should add isnot to the company's management but to the company's owners.

Briefly and clearly explained, this simple yet profound systemclarifies the board, chair, and CEO roles. Its appealing logicempowers directors and senior management alike. The authors firstexamine the kind of value that boards typically add, and suggest aredefinition and elevation of value that boards can create. Theythen set out the basics of Policy Governance design through whichboards can deliver value, and they show how to apply the design tothe board's process, its relationship with the CEO, and the mannerin which it commands company performance. Carver and Oliver go onto demonstrate the mechanics with which Policy Governance makesaccountability feasible to a previously unattainable degree.Finally the authors outline what boards can do to make sure theystay on track. A more rigorous paradigm for board leadership, theauthors argue, clarifies and enriches the conversation aboutleadership, accountability, and policy-making. Corporate BoardsThat Create Value gives corporate directors and all who care aboutgovernance a powerful tool for success.

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Editorial Reviews

From the Publisher
a valuable and enjoyable read-well worth adding to thebookshelf?" (Ps.advisor, 18 October 2002)
Publishers Weekly
Here's a timely thought: corporate boards should govern their organizations, rather than simply condoning the antics of aggressive CEOs. While most corporate boards offer their company little more than a group designed to hire and support the CEO, Carver and Oliver outline a broader set of duties for a responsible, more effective board, including the practice of setting management expectations and evaluating performance. The essence of this book is contained in the case the authors make for a chief government officer to replace the traditional chairman position. The point is to create board leadership that lives much closer to the organization's management. Thus, instead of a gap between the CEO and the chairman, there would now be an overlap, which would give the board more governing relevance. Light reading this isn't, but for those serious about changing corporate governance (and who isn't after Enron?), this is an excellent resource. (Sept.) Copyright 2003 Cahners Business Information.
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Product Details

  • ISBN-13: 9780787961145
  • Publisher: Wiley
  • Publication date: 8/5/2002
  • Series: J-B Carver Board Governance Series , #19
  • Edition description: 1ST
  • Edition number: 1
  • Pages: 240
  • Sales rank: 212,280
  • Product dimensions: 6.18 (w) x 9.47 (h) x 0.87 (d)

Meet the Author

John Carver is internationally known as creator of the breakthroughin board leadership called the Policy Governance model. He hasworked with boards in the United States and Canada and on fourother continents for over twenty years. Carver is the author of thebooks John Carver on Board Leadership (2001), Boards That Make aDifference, Second Edition (1997), and coauthor of Reinventing YourBoard (1997), and A New Vision of Board Leadership (1994). He isalso the author of the bimonthly newsletter workshop BoardLeadership, the video John Carver on Board Governance (1993), theaudiotape Empowering Boards for Leadership (1992), and coauthor ofthe CarverGuide Series on Effective Board Governance.

Caroline Oliver is the general editor of The Policy GovernanceFieldbook (1999) and a founder and current chair of theInternational Policy Governance Association. Oliver has worked withboards in the United States, Canada, and the U.K. and writes,speaks, and consults on governance across all sectors.

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Table of Contents

Foreword (Sir Adrian Cadbury).


1. The Value of Boards.

2. Designing the Board's Job.

3. Forging Group Leadership.

4. Connecting to Management.

5. Setting Expectations for Management Performance.

6. Reporting Board and Management Performance.

7. Maintaining the Gains.

8. Getting There from Here.


A. Glossary.

B. The Case for a CGO.

C. Chair and CEO: One Person or Two?

D. Inside Directors.

E. Sample Board Policies Under Policy Governance.

F. Sample Monitoring Report Under Policy Governance.



The Authors.


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  • Anonymous

    Posted October 11, 2002

    Packed with Knowledge!

    One common thread has connected the companies involved in the recent spate of high-profile corporate bankruptcies and scandals: The failure of boards of directors to control management. John Carver, an international consultant on corporate governance, explains the role of the board of directors and defines the proper relationship between the board and top management. To summarize: The board commands; management obeys. Since this is all too often not the case, we from getAbstract strongly recommend that everyone in business read this book for its essential advice on strengthening the authority and accountability of corporate boards of directors.

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