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The Secret to Boards in Reinventing Themselves

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How to Make Boards Work

Abstract

After centuries of established corporate governance practice and a variety of national (Sarbanes-Oxley Act, 2002; UK Codes of Corporate Governance, 1992–2010; Viénot Reports, 1995–99, 2000) and international codes of good corporate governance practices (Organisation for Economic Co-operation and Development, 1999, 2004) it seems that either the regulations are not working or that simply a few powerful elites, such as the Bilderberg group, define corporate faith and the parameters of corporate governance design and debate (Richardson et al., 2011). Thus, it appears that we are back to where we started as captured by Argenti’s (1976) six principal symptoms for corporate collapses: one-man rule; non-participative board; imbalanced management top team; lack of management depth; a weak financial function; and a combined chairperson/CEO role.

We almost invariably spend more time living with the consequences of our decisions than we do in making them.

Pfeffer (1992: 19)

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Authors
  1. Ouarda Dsouli
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  2. Nadeem Khan
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  3. Nada K. Kakabadse
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Editors and Affiliations

  1. Henley Business School, University of Reading, UK

    Andrew Kakabadse

  2. University of Ghent, Belgium

    Lutgart Van den Berghe

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© 2013 Ouarda Dsouli, Nadeem Khan and Nada K. Kakabadse

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Dsouli, O., Khan, N., Kakabadse, N.K. (2013). The Secret to Boards in Reinventing Themselves. In: Kakabadse, A., Van den Berghe, L. (eds) How to Make Boards Work. Palgrave Macmillan, London. https://doi.org/10.1057/9781137275707_5

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