Better Governance Across the Board

Better Governance Across the Board is a practical guide for achieving good corporate governance of organizations regardless of whether they are for profit, listed, state-owned, family owned, or widely held. It delves into the questions boards must ask if they are to fulfill their fiduciary duties, taking account of regulatory issues. Part 1 defines corporate governance, explaining the four reasons why it matters and how it applies to a wide range of organizations. Part 2 explores the "Five P" framework of Purpose, Principles, Power, People, and Processes that helps boards to create sustainable value. Part 3 concludes by showing how the organization's long-term "license to operate" is achieved by boards focusing on the three most important assets of the organization: its reputation; its people, and its processes.

This book explores the dilemmas that currently exist in modern approaches to corporate governance and suggests ways of overcoming them. Based on ten years of teaching more than 1,500 directors of publicly listed companies, it integrates key principles of leadership, ethics, branding, and governance into a unique five-factor framework to help directors make good decisions in strategy, risk management, succession planning, internal controls, and stakeholder engagement.

Autorentext

John Louis Rishad Zinkin, Managing Director, Zinkin Ettinger Sdn Bhd, Malaysia

Inhalt

Introduction

Part 1: Anatomy of Corporate Governance

Chapter 1: What is Corporate Governance and Why It Matters

Chapter 2: Integrating Ethics and Branding

Chapter 3: Reconciling Leadership and Governance

Chapter4: Being an Effective Board Member

Chapter 5: Chairing an Effective Board

Chapter 6: Redefining the Boundaries of Responsibility Part 2: The 'Five P' Framework and Good Governance

Chapter 7: Introducing the 'Five P' framework

Chapter 8: Setting Strategy

Chapter 9: Reviewing Strategy

Chapter 10: Managing Risk

Chapter 11: Planning Succession; Managing Talent

Chapter 12: Ensuring Internal Controls

Chapter 13: Engaging Stakeholders Part 3: Creating Value Through Reputation, People and Processes

Chapter 14: Focusing on Reputation

Chapter 15: Investing in People

Chapter 16: Processes Create a Distinctive Culture Conclusion

Appendices