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Content Type:
CDM Article
01 Feb 2010
John Barrington
discusses how a “Breakthrough” board can be developed to create strategic advantage.
The Breakthrough board
Three Ts of the “Breakthrough” board
Tone from the top: The chairman promotes and lives the strategic perspective
Take the time: The board builds the agenda...
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Content Type:
CDM Article
01 Aug 2009
Letters to the editor
I read Tony Featherstone’s article on ‘Unseating the founder’ (Company Director, June 2009) with great interest. As with any good article, the title was provocative and the content worthy of reflection. Here are a couple of probing questions that add to those raised in the art...
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Content Type:
CDM Article
01 May 2009
Charles Beelaerts
investigates how boards can get the best out of their performance reviews – and whether the financial crisis is affecting how these are done.
Measuring your board’s performance
The need to undertake board reviews is not new. In 2003, the Australian Securities Exchange s...
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Content Type:
CDM Article
01 Aug 2008
Ken Moss
discussed the role that power and authority play in a board’s relationship with its CEO at a recent AICD lunch in Perth. Here’s an excerpt of what he had to say.
Power and authority in the boardroomMany political figures have hung onto power for perhaps too long, including the li...
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Content Type:
CDM Article
01 Jul 2008
Louis White
uncovers some of the special inputs that help foster boardroom effectiveness.
All on board
It’s not just a lack of financial performance that can bring a board into the spotlight. Leading AFL club the West Coast Eagles, for example, had the...
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Content Type:
CDM Article
01 Apr 2008
Professor Bob Garratt
, the author of
The Fish Rots From The Head , got back to basics on what it means to be a director while addressing AICD luncheons across Australia in March. His solutions have ancient groundings.
Back to basics
Is directing a proper job? There is so much talk ...
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Content Type:
CDM Article
01 Mar 2008
Groupthink can dent a board’s decision making ability.
John Adams
explains why one shouldn’t just follow the pack.
Stepping out of line
Directors have a legal and ethical responsibility to ensure that their boards make the most effe...
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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 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 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
There comes a time in the growth cycle of many companies when setting up a formal board of directors can have many advantages. Ann-Maree Moodie outlines how and when to do it.
When does a small company need a board?
As a company emerges from its start-up phase and grows...
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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 Jun 2006
Directors cannot afford to be ignorant of development in IT – but they should concentrate on the business case for implementing new technology and not be overwhelmed by confusing jargon. Domini Stuart reports.
Coming to grips with IT
As recently as the seventies, IT was nothing more than an ex...
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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 Sep 2005
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 beha...
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Content Type:
CDM Article
01 May 2005
The Economist Survey of Corporate Social Responsibility (reprinted in the March 2005 CDJ) provides a welcome reminder of the basic tenets of business, and a long overdue caution against some of the more excessive expectations of the CSR movement. Corporate Social Responsibility
The Economist Surve...
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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...
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Content Type:
CDM Article
01 Jun 2004
A good conference must provide delegates with intellectual stimulation, the opportunity to network in an informal setting and the program must be varied enough to avoid that well-known hazard - conference fatigue. By John Arbouw challenging the imaginmation
A good conference must provide delegates ...
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Content Type:
CDM Article
01 Jun 2004
A board, like a house, needs solid foundations, but the evidence coming out of some of the recent boardroom problems such as the NAB suggest that some of these foundations are not well understood. Richard Leblanc* makes some suggestions on building a better board Building a better board
A board, li...