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Content Type:
CDM Article
01 Jun 2010
Leading chairmen,
Mark Johnson
and
James MacKenzie
, participated in a Q&A session at the
Company Directors Conference, Directorship:10
in Christchurch, New Zealand, in May. Here is an extract of what they had to say.
Conversations with the chairmen...
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Content Type:
CDM Article
01 Jun 2009
Tony Featherstone
ponders what the board should do if the founder is no longer the right person to run a venture in a changing operating environment.
Unseating the founder
Directors of fast-growth small companies face a significant challenge: some must decide whether the entrepren...
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Content Type:
CDM Article
01 Feb 2008
AICD’s International Company Directors Course helps directors and senior executives to ease over the barriers that make cross border operations difficult.
Stepping over global boundaries
...
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Content Type:
CDM Article
01 Dec 2006
Don Mercer has recently completed a three year term as chairman of the AICD. As Nichola Clark reports, his love of publicly listed companies is surpassed only by his passion for opera and ballet. He also has a lot of advice on what makes an effective board.
Until the fat lady sings
Whether it’...
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Content Type:
CDM Article
01 Nov 2006
John Massey is as comfortable in the nursery caring for newborn babies as he is in the boardroom building multimillion dollar enterprises – but are these worlds as different as they seem? Nichola Clark reports.
The nurture of business
John Massey likes to describe himself as ‘a formalised e...
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Content Type:
CDM Article
01 Sep 2006
Several mid-cap companies were identified in a recent survey as having excellent corporate governance. Domini Stuart discovers what is needed for companies to achieve top marks for their corporate governance efforts.
How to hit your corporate governance targets
For the last five years, Horwath...
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Content Type:
CDM Article
01 Aug 2006
St James Ethics Centre is currently undertaking a review of the performance of its board. One of the aims is to get an outsider’s opinion on both past board performance and the risks facing the organisation in the future. Kevin Forde outlines how this will happen.
Evaluating a not-for-profi...
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Content Type:
CDM Article
01 Aug 2006
Boards share equal and collective responsibility
Jeff Lucy, the chairman of ASIC, is someone who commands a good deal of respect at AICD. However, we disagree profoundly with him with regard to his views on the Greaves case, expressed in a letter to the Australian Financial Review on 30 May. (A ful...
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Content Type:
CDM Article
01 Jul 2006
Mark Jones and Richard Leblanc believe that with Australian companies shifting corporate governance focus from conformance to performance, human chemistry is a key driver influencing the effectiveness of boards.
Human chemistry and independent assessment drive board performance
Boards need hig...
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Content Type:
CDM Article
01 Jul 2006
Steven Cole takes issue with the concept that the chairman is the first among equals – particularly if fellow directors take advantage of a safe harbour defence.
First among equals or first in line?
Those who contributed to Chairman of the Board – A Role in the Spotlight must be congrat...
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Content Type:
CDM Article
01 Jun 2006
Lynn Ralph and Alan Cameron of Cameron Ralph Pty Ltd outline some of the strengths and weaknesses of boards formed by selecting representatives from an organisation’s constituencies.
The challenges of a representational board
One aspect of the recent Oil for Food events, which led to the Cole ...
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Content Type:
CDM Article
01 Apr 2006
Clarity, simplicity and performance
For business, the turn of the century was a giant rolling wave. It welled up with the first internet boom in the 1990s and then came crashing down over us with the collapses of HIH and Enron, and other disasters around the world. Inevitably, there followed ...
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Content Type:
CDM Article
01 Mar 2006
The Tone at the Top
Michael Wilson questions whether good corporate governance has a direct impact on a company’s value and provides guidelines for effective governance risk management.
Is there a direct link between good corporate governance and valuation? The answer really isn’t clear. There are t...
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Content Type:
CDM Article
01 Jan 2006
A fraction too much friction
A lot can be said for the productivity and results generated by healthy board bonding. So how do you create an environment of unity around the table – without eroding the independent views of directors? Helen McCombie writes.
There can be no greater example of boa...
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Content Type:
CDM Article
01 Dec 2005
Linda Nicholls outlines a successful strategy for ensuring your board meetings are both productive and effective.
Inside an effective boardroom PDF.
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Content Type:
CDM Article
01 Jul 2005
An outline of some of the issues addressed by AICD’s policy department, committees and taskforces over the past month:
The members' voice
An outline of some of the issues addressed by AICD's policy department, committees and taskforces over the past month:
Road Transport Laws...
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Content Type:
CDM Article
01 Jun 2005
The first and often only reaction from governments to abhorrent corporate behaviour - however isolated the incident - is to enact new legislation and give the regulators more power. But has this rush to legislative judgment gone too far and become a threat to the economy and an unforeseen cost burde...
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Content Type:
CDM Article
01 Jun 2005
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
...
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Content Type:
CDM Article
01 Jun 2005
We have said earlier that the duties of directors are well defined in the law and don’t need change. Let’s consider some consequences of the duties.
Directors have a collective responsibility for the company as a whole. Shareholders put the fate of their company in directors’ hands. Through the CEO ...
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Content Type:
CDM Article
01 Apr 2005
If the chairman of the board has more responsibilities than other directors then does it also follow that he has greater liability if things go wrong? It is a question many chairmen are asking themselves. Andrew Lumsden* tries to chart a path through this potential minefield. Good Corporate Governa...