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Corporate Governance and Leadership
Questions about corporate governance
The
collapse of the financial bubble is affecting all
industry and public sector stakeholders who participate
in today’s global socio-political and economic
environment. Questions about corporate governance and
leadership have arisen, leading to a rise in scepticism
about present governance structures. Clearly, a good
understanding of governance practice, compliance and
codes has not been enough to encourage us to do the
right things and do them right.
The
need for better performing boards
To create better
governance and performance, effective boards need
members who are proactive, responsible, vigilant, and
inquisitive. They should complement each another, and be
able to sense group dynamics. Better performing boards
will depend on strong, intellectually independent
directors who demonstrate experience, competencies and
character in leading a group of equals. They must be
able to deliver competitive advantage and insight – not
just with an eye towards financial performance,
strategic direction and oversight, but also with a real
sense for social and corporate responsibility.
The
New Board Program
The New
Board Program
is
specifically tailored to accomplish these goals,
creating professionalized boards that are more effective
and truly able to add value in the new economy.
Real
life corporate governance cases
All cases taught in
the program relate to recent real life situations –
tried-and-true dilemmas and practices from low and high
performing non-executive boards. The New Board Program
Faculty develops 3-5 new national and international
cases each year. Most of the cases are especially
written for the NBP and offer an excellent opportunity
to practice making contributions to the organization as
a non-executive board member. Participants in the New
Board Program also benefit from an added dimension
offered by no other program: the opportunity to meet –
in the role of a non-executive board member – with a CEO
who has personal experience with the issues encountered
in the case, as well as the alternatives considered and
the solutions presented.
Participants are asked
to judge and decide on topics as diverse as (and not
limited to):
• The fall and rise of
Ahold;
• Schiphol Airport’s
rejected IPO;
• Royal Wessanen’s new
brand strategy;
• Royal Numico’s
executive and strategy change, as well as their ‘end
game’;
• Amsterdam
Muziektheater’s integration of two non-executive boards;
• An investment
proposal from a private-equity owned company.
• ABN-AMRO’s realities
in the boardroom disclosing dynamics and control.
• The challenge for
Deutsche Börse and the London Stock Exchange to form an
alliance.
The New Board
Program begins March 25-26, 2010.
Participation requires company registration with the New
Board Program office as well as some other activities
upon enrolment. Registration Forms can be sent upon
request.
For
more information and registration, please contact:
Dr. Rodria Laline,
Director Corporate Governance, T +31 (0)6 1219
9289.
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