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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.
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.
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.
Posted October 11, 2002
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.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.