Mastering Global Corporate Governance

Corporate Governance is the hot topic of the new millennium. Gone are the days when CEOs set agendas and earned 500 times more than average employees. Now, transparency rules. Corporations must establish new systems of accountability, and encourage long-term participation in decision-making by both shareholders and staff. Those that succeed will be better equipped to create wealth, solve complex problems, and compete in global markets. The role of the directorate and the need to ensure an effective framework for its accountability to owners is paramount to success. In line with this thinking, Mastering Global Corporate Governance argues that one of the key responsibilities of the Board is leadership, and that the root of good corporate governance lies in the strength of a corporate leader. In particular, it focuses on two 'burning issues' for senior executives: how can the boards of global companies best lead their companies through the fundamental dilemmas that face all boards?; and how can Boards, entrusted with ultimate responsibility for the way a company exercises leadership, provide that leadership?

Corporate Governance is the hot topic of the new millennium. Goneare the days when CEOs set agendas and earned 500 times more thanaverage employees. Now, transparency rules. Corporations mustestablish new systems of accountability, and encourage long-termparticipation in decision-making by both shareholders and staff.Those that succeed will be better equipped to create wealth, solvecomplex problems, and compete in global markets.The role of the directorate and the need to ensure an effectiveframework for its accountability to owners is paramount to success.In line with this thinking, Mastering Global Corporate Governanceargues that one of the key responsibilities of the Board isleadership, and that the root of good corporate governance lies inthe strength of a corporate leader. In particular, it focuses ontwo 'burning issues' for senior executives: how can the boards ofglobal companies best lead their companies through the fundamentaldilemmas that face all boards?; and how can Boards, entrusted withultimate responsibility for the way a company exercises leadershipprovide that leadership?

Contributors.Preface and Acknowledgements.Introduction - A Roadmap for the Book.PART I: GLOBAL CORPORATE GOVERNANCE- ISSUESFRAMEWORK AND EVIDENCE FOR BOARD LEADERSHIP (Ulrich Steger).Chapter 1. Now that Everything is in Place, Does it Matter?Chapter 2. How can Corporate Governance Fail?Chapter 3. Shedding Some Light into the Black Box.Chapter 4. Managing Complexity in Global CorporateGovernance.Chapter 5. Some Nagging Questions.PART II: THREE BURNING QUESTIONS FOR BOARDS.Chapter 6. The Role and Responsibilities of the CEO (PeterLorange).Chapter 7. Performance Evaluation of Corporate Boards and Boardsof Directors (Fred Neubauer and Helga Krapf).Chapter 8. How Governing Family Businesses is Different (JohnWard).PART III: LEARNING FROM PAST EXPERIENCE.Chapter 9. Cobra versus Commerzbank, War at the Helm of Elicoreand National Life (Commented by Bill George).References.Notes.Index.