Is your firmas board creating valueaor destroying it? Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road mapafor when to lead, when to partner, and when to stay out of the way. Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance modelaa sharp departure from what has been demanded by governance activists, raters, and regulatorsaand reveal the emerging practices that are defining shared leadership of directors and executives. Based on personal interviews and the authorsa broad and deep experience working with executives and directors from dozens of the worldas largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model and explains how to: ac Define the central idea of the company ac Ensure that the right CEO is in place and potential successors are identified ac Recruit directors who add value ac Root out board dysfunction ac Select a board leader who deftly bridges the divide between management and the board ac Set a high bar on ethics and risk With a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey, and Useem provide a smart and practical guide for businesspeople everywhereawhether they occupy the boardroom or the C-suite.Based on personal interviews and the authorsa broad and deep experience working with executives and directors from dozens of the worldas largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the ...
|Title||:||Boards That Lead|
|Author||:||Ram Charan, Dennis Carey, Michael Useem|
|Publisher||:||Harvard Business Review Press - 2013-12-10|