Board and Management Relationships Results

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  • 30 Apr 2013

    Locking in your talent pool

    People are the most important asset in any business. With pay rates and turnover expected to rise after a post-GFC slump, Sam Walker examines how boards can help their organisations retain their top people and attract new talent. It is no secret there has been turmoil in the business world in rec...

    Content Type: CDM Article

  • 31 Aug 2013

    Avoiding executive disappointments

    A new book helps directors navigate the complex maze of executive and CEO appointments. Executive appointments are critical to business success and an important element of corporate governance. The appointment of the CEO is arguably the single most important decision made by the board. It will af...

    Content Type: CDM Article

  • 01 Sep 2014

    Bringing the mission statement to life

    Kraig Grime says an organisation’s purpose and values should be the main driver for every board discussion and decision. Too often, organisations develop mission statements and values and then do not think about them again until their next strategic planning meeting. Successful boards know that the oppos...

    Content Type: CDM Article

  • 28 Feb 2013

    Firing the boss

    When is it time for an underperforming CEO to go and how should the board handle the termination? Tony Featherstone investigates. Only one board job is harder than hiring the right CEO: firing your most important executive. Persevering too long with the wrong CEO inevitably sees the board critici...

    Content Type: CDM Article

  • 30 Apr 2008

    News and Views May 08

    News & ViewsWhat the world’s most admired boards do differently CEO performance evaluation, executive succession planning and reviews of human capital strategies are some of the things that boards of the world’s most admired companies (WMACs) do differently, according to a recent study by Hay Group. ...

    Content Type: CDM Article

  • 30 Nov 2008

    Feature The new breed of company secretaries

    The role of company secretaries has changed markedly. Domini Stuart reports on how they are stepping up to the challenges of supporting the board. The new breed of company secretaries Twenty years ago, even 10 years ago, a company secretary prepared agendas, organised board meeting...

    Content Type: CDM Article

  • 31 May 2005

    The crucial CEOchair dynamic AICD Review

    The chief executive "drives the bus" and the chairman "collects the fares". This the shorthand description Malcolm Irving, chairman of e-payments company Keycorp, ascribes to the crucial relationship between chairman and CEO at a Directors Briefing in Sydney in April.The crucial CEO/chair dynamic By Ali Cromie* ...

    Content Type: CDM Article

  • 02 Mar 2004

    Large Business and Tax Compliance

    “Questions to be asked of tax advisors to assist boards in assessing and managing tax risks for corporations” 3 March 2004To The Commissioner of Taxation Mr Michael CarmodyCommissioner of TaxationPO Box 900 Civic SquareCANBERRA ACT 2608 Dear Mr Carmody, Larg...

    Content Type: Policy Submission

  • 30 Apr 2013

    Q&A with Jac Nasser

    Jac Nasser, described as a chairman of chairmen, talks to Tony Featherstone about succession planning, leadership development, board composition and other governance matters at the world’s biggest mining company. It is easy to judge boards only on big events: the CEO appointment, successi...

    Content Type: CDM Article

  • 30 Nov 2008

    Feature Mixing it up

    Who’s around the table can make a difference to how a board performs, but as Zilla Efrat and Anne Lampe discover, achieving effective boardroom diversity comes with many challenges. Mixing it up Australian boards have been described as male, pale and (sometimes) s...

    Content Type: CDM Article

  • 30 Jun 2013

    How members manage their CEOs

    A meeting of NSW-based LinkedIn members recently discussed the thorny issues that can arise between a board and its CEO. Juliet Chandler reports.  The relationship between board and CEO is critical to governance effectiveness and organisation performance. While good governance principles are often...

    Content Type: CDM Article

  • 31 Mar 2006

    perspective six priorities for boards in 2006

     Six priorities for Boards in 2006 Ira Millstein, Holly Gregory and Rebecca Grapsas outline six fundamental issues confronting all company directors in the year ahead. As the flurry to institute the governance reforms of recent years settles down, boards of directors have an opportunity to refocus their at...

    Content Type: CDM Article

  • 30 Apr 2010

    Feature Avoiding family feuds

    Family can be both a big plus and a minus for family run businesses. Domini Stuart provides some tips on how to turn the minuses into pluses. Avoiding family feuds Challenges for family businesses include: Nepotism and family conflict Succession planning Different s...

    Content Type: CDM Article

  • 31 Aug 2008

    Feature Through thick or thin Sep 08

    Just like a marriage, the relationship between boards and CEOs can have its ups and downs. Domini Stuart provides tips on how to nurture and build this union, and on how to end it if all else fails. Through thick or thin At best, the relationship between a company’s board of direct...

    Content Type: CDM Article

  • 30 Apr 2009

    Featherstone Encouraging startup governance

    Tony Featherstone argues that entrepreneurs need to be taught to think about boards much earlier in their venture’s development. Encouraging start-up governance I recently asked a group of entrepreneurship students about their views on boards. The response: complete silence. To be fair...

    Content Type: CDM Article

  • 31 Oct 2009

    Viewpoint Effective boardroom information

    At the end of September, AICD and Teradata hosted a discussion on how directors can ensure they get good quality information that facilitates effective boardroom decision-making. Effective boardroom information Boards make vital decisions every day, from whether a company is a going concern and how e...

    Content Type: CDM Article

  • 31 Aug 2005

    all the wrong way with lbj

    All the wrong way with LBJ It is called the LBJ effect, a course of action named after the American president who put more resources into the Vietnam war even though it was clear the war could not be won. As Larry Stybel and Maryanne Peabody* explain, the LBJ effect also explains some corporate behaviour In 200...

    Content Type: CDM Article

  • 31 Oct 2006

    Cover Story

    There is an old saying that failing to plan means planning to fail. With the business environment becoming more volatile it is essential that directors engage in strategic thinking about where the company will be in three to five years time. Domini Stuart outlines why this is a vital function for directors. ...

    Content Type: CDM Article

  • 31 Aug 2013

    Continuing the family's journey

    Nihal Shah is as humble as his company’s red-brick Melbourne headquarters. He talks to Tony Featherstone about being part of a family business that turns over almost US$1 billion annually in more than 20 countries. A nondescript industrial park in Melbourne’s outer south-east suburbs seems an unl...

    Content Type: CDM Article

  • 16 Oct 2014

    Volume 12 Issue 20

    Australia losing ground on competitiveness, Actively managing board renewal, Striking a balance, Funding agreements burdening NFPs, Boomers’ succession planning shortfall, SMEs must revisit FBT arrangements, IPO appetite continues growth, Fowler to lead NCVER     Australia losing ground on compe...

    Content Type: The Boardroom Report