The term “governance” comes from the classical Greek “kubernetes”, the art of steering a ship. Governance, like sailing, is all about team work, effective communication, setting direction and strict monitoring, in ever changing conditions.

© photo by Franco Pace

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• As companies grow internationally and diversify, overcoming the challenges posed by group governance is at the heart maintaining a competitive position. An introduction to subsidiary governance is set out in “Group Governance – The Framework.

  Group Governance (Practical Considerations)

  19th May 2016

• Comprehensive (ready to use) Matrix of ICGN Global Governance Principles

  Global Governance Principles (Matrix)

  11th May 2016

• In simple terms, group governance relates to how corporate governance principles can be cascaded, consistently and effectively, down to the level of subsidiaries.

  Group Governance

  29th April 2016

• Whatever the mix, always highly personal, there are generally five main reasons for accepting an offer to serve on a board. The first three are perfectly fine, the last two are not!

  Why Become a Director?

  13th March 2016

• Not many sectors can claim to be able to thoroughly disrupt the world economy. Crisis after crisis, the banking has shown that it can do just that. Being on the board of a bank is like no other board position in any other parts of the economy!

  Why Are Bank Boards Different?

  2nd March 2016

• Boards have packed agendas and limited time. Directors are frustrated and complain that they are not discharging their duty properly. What can be done?

  Making most of a Committee

  9th February 2016

• In most jurisdictions, corporate law mandates at least an audit committee and, generally, a remuneration committee, and sets out the required composition of these committees (both number and, more importantly, independence of members).

  Board Committee – How many and which ones?

  9th February 2016

• Should Boards appoint one of their members as Managing Director or Lead Director , alongside the Chairman and the Chief Executive Office. The answer to this question depends largely on the reasons and circumstancesof the appointment.

  Purpose and Role of a Managing or Lead Director

  7th February 2016

• At the end of the day, a board is like a sports team: culture and courage, training and hard work, balance of competences and compatibility of personalities, all matter.

  Good Corporate governance Matters

  28th January 2016

• For family companies the reverse is true: informality alone will not suffice. There must be a degree of guidelines (rules) for the sharing of information and decision making.

  Do Family Businesses need Corporate Governance?

  28th January 2016

• Selecting a CEO is one of the most important tasks of a board. As such it must be carried out carefully and professionally. There are seven steps board should follow during this process.

  The CEO Selection Process

  28th January 2016

• But the definition of the right strategy process is never easy, nor is it permanent. Board composition will change, as will the management team and external circumstances will affect the process in a variety of ways.

  Defining the right Strategy Process

  28th January 2016

• You are called by a search firm, or by a business acquaintance, about joining the board of company ABC. Apart from thanking your caller for the call and asking for some time to think about the proposal, what should you do?

  Questions to Ask Before Joining a Board

  28th January 2016

• What are the key questions you need to answer in the process of selecting a high quality, competent directors, who have the time and interest in “doing the job” and taking on the responsibility.

  Selecting a New Board Member

  28th January 2016

• Strategy is neither a budget, nor a product plan. It's not a vision which has no accountability. Strategy is a series of measurable steps, over a 3 to 5 year period, the purpose of which is to maintain or enhance the company’s competitive position.

  Role of Board in the Definition of Strategy

  27th January 2016

• The evaluation is not an end in itself. The findings may be interesting, but they are useless if the exercise does not result in board and individual director progression!

  From Board Evaluation to Board Progression

  27th January 2016

• Sailing without steering or steering without sailing is akin to one hand clapping! Corporate governance is about ensuring the effective interplay between setting the direction and controlling ever changing circumstances!

  Who owns Corporate governance?

  27th January 2016

• The Chairman's role comes nearest to the conductor of an orchestra. All the art and skills in the boardroom are valueless without a corporate imagination, which distinguishes the orchestra from a fortuitous collection of individual players.

  Seven Characteristics of a Great Chairman

  27th January 2016

• Most successful family companies understand Governance! They embrace it as their key strategic leadership tool. They are fully aware that strong governance systems mitigate most significant risk – attracting best available talent.

  Value Driven Governance of Family firms

  27th January 2016

• Despite the apparently obvious nature of an evaluation of the board, the reality is that it has only quite recently been introduced. Until the financial crisis, board evaluation was neither generalized nor was it seriously implemented.

  Board Evaluation Process

  27th January 2016