“High Performance Boards” by Didier Cossin
Bureaucracy matters. With economic and social upheavals of recent years, the old debate of how big company interests, shareholders, and stakeholders control various political agendas can best be laid at the bottom line. Many company directors believe their board of directors have direct relationships with outcomes of political world discussions. And they’re probably right. The significant power of overreach within corporate level power struggles is relevant in today’s world.
An insecure board, or one that lacks focus and restraint can damage an entire world of economic organizations. The monolithic structure of global expectancies, according to this dissertation by Cossin implies that boards have an outright negative connotation. And their management of said stakeholders and shareholders shows.
While studies among core groups demonstrate that diversity, the mantra of modern day business clusters, elevates strategic decision makers, tangible benefits of diversity lag far behind. Evolution and the survival of the fittest rank. Creative questioning of these assumptions relieves standard innovations. But why is this relevant?
According to Cossin, due diligence of board selection offers dynamic relevance for the overall outcomes of decision-maker narratives. And should result in greater competencies within the board. But how? If the legacy of Steve Jobs holds water, innovation and visionary comprehension of development strategies can result in dynamic shifts in economic results. Still, the board sided with the CEO and gave Jobs the brushoff!
Later, Scully spoke his regrets, realizing that the innovative, creative concepts Jobs aspired to apply in retrospect would have benefitted their business. The oversight proliferation and over-regulation of lagging leadership set a standard for stifling innovation. Good governance enhances the decisions and performance of long-term management. That happens when the board offers gregarious opportunity for new options and practical implementation.
A unified Best-Practice governance versus entrepreneurship and independent thinking offers greater insight according to some case studies. And still, the dynamic of opening up to stimulating ideas and development gives greater insight. By deterring innovation, irrelevant boards threaten the lifeblood of new business generation. Widespread skepticism toward business leaders indicate that the financial industry, although understandably reticent, must open the door to long-term value and creative processes. Yet, still, these boards must actively encourage entrepreneurship, promote innovation and individual on-sight development of cultural and practical diversity.
Cossin’s discussion of board successes and failures revealed that leadership in these areas, although not infallible, can fail the organization, causing an overall lag in success for the whole business. When board leadership works in a unified way to identify and manage risk, strategize management, and operate under an umbrella of integrity and good governance, the outcome for the business illustrates greater success. Pragmatic leadership and comprehensive innovation should include transparent policies that delve into the overall business process. These strategies alleviate the need for foundational redressing.
Adapting strategies from High-Performance Board to the selection and decision making processes of Corporate board development would often solve production and industry failures. These solutions offer ways to meet the challenges of growing a solid business foundation. I would offer a strong recommendation for this book.
by Kendall Townsend, posted by Michael Rand