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Corporate Governance Orientation Presentation PPT

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This Corporate Governance Orientation Presentation PPT is for Board Chairs and Directors on governance Boards of Directors. Governance is most effective when Directors share a common understanding of the Board's role.

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Corporate Governance Orientation Presentation PPT

  1. 1. ORIENTATION
  2. 2. EFFECTIVENESS = SHARED UNDERSTANDING OF BOARD ROLE
  3. 3. OF A GOVERNANCE BOARD OF DIRECTORS?
  4. 4. • LEGAL • FINANCIAL • MARKET • OPERATIONS 1. RISK • MITIGATE RISKS TO THE ORGANIZATION • CAPITALIZE ON OPPORTUNITIES TO FULFILL THE MISSION 2. STRATEGY • RESULTS • BOARD RELATIONS 3. CEO PERFORMANCE ROLE OF THE BOARD OF DIRECTORS
  5. 5. • LEGAL • FINANCIAL • MARKET • OPERATIONS 1. RISK ROLE OF THE BOARD OF DIRECTORS ALL GOVERNANCE FAILURES OCCUR BECAUSE BOARDS FAIL TO IDENTIFY AND MITIGATE KEY RISKS 1. LEGAL - #METOO 2. FINANCIAL – ACCOUNTING FRAUD 3. MARKET – TECHNOLOGY INNOVATION 4. OPERATIONS – DATA SECURITY BREACH COMMON RISK EXAMPLES
  6. 6. • MITIGATE RISKS TO THE ORGANIZATION • CAPITALIZE ON OPPORTUNITIES TO FULFILL THE MISSION 2. STRATEGY ROLE OF THE BOARD OF DIRECTORS ELEMENTS OF A STRATEGIC PLAN - MISSION* - WHO THE ORGANIZATION SERVES AND HOW - STRATEGIC GOALS* – WHAT THE ORGANIZATION WANTS TO AHCHIEVE OVER NEXT 3 YEARS - STRATEGIC PRIORITIES* – FOR ACHIEVING THE STRATEGIC GOALS - OPERATING PLANS – ANNUAL BUDGETS AND ACTIVITIES * When surveyed, majority of Directors cannot identify these for the organizations they govern
  7. 7. • RESULTS • BOARD RELATIONS 3. CEO PERFORMANCE ROLE OF THE BOARD OF DIRECTORS ELEMENTS OF CEO PERFORMANCE MANAGEMENT - STRATEGIC PLAN – CEO EXECUTES THE STRATEGIC PLAN ON BEHALF OF THE BOARD - ANNUAL PERFORMANCE EVALUATION – VERSUS ANNUAL OPERATING GOALS, BUDGETS - MENTORING, COACHING – CEO LEADERSHIP SKILL DEVELOPMENT - COMPENSATION AND REWARDS PROGRAM – REFLECTING CEO’S PERFORMANCE VS GOALS AND OBJECTIVES When surveyed, majority of CEO’S feel that CEO performance management is poorly handled by the Boards they report to.
  8. 8. OF AN EFFECTIVE GOVERNANCE BOARD?
  9. 9. BUILDING BLOCKS OF AN EFFECTIVE BOAD 1. COMPOSITION 2. INFORMATION 3. LEADERSHIP 4. PROCESS 5. DYNAMICS
  10. 10. Do the Board’s skills and expertise match the risks and strategies of the organization? BOARD COMPOSITON1
  11. 11. BOARD LEADERSHIP PRIVATE BUSINESS CORPORATE STRATEGY TECHNOLOGY Director A Director B Director C Director D BOARD SKILLS MATRIX
  12. 12. Women 64% Active CEO / COO 63% Retired CEO / COO 58% Minority 55% Financial Expertise 55% Global Perspective 55% Technology Expertise 44% FOR NEW DIRECTOR BACKGROUNDS Specific Industry Expertise 37% Digital / Social Media Expertise 21% Regulatory / Government Experience 19% Marketing Expertise 19% Cybersecurity Expertise 19% Other 8% 2016 SPENCER STUART BOARD INDEX 2016 BOARD COMPOSITION WISH LIST
  13. 13. DECISION-MAKING INFORMATION2 Does the information the Board receives support it’s ability to assess risk, set direction and lead the organization?
  14. 14. WHAT INFORMATION DO DIRECTORS REQUIRE? 1.WHAT RISK INFORMATION? • Legal, financial, market, operations 2.WHAT INFORMATION ON STRATEGY? • Plans for mitigating risk • Plans for capitalizing on opportunities 3.WHAT CEO PERFORMANCE INFORMATION? • Targets, results, achievements
  15. 15. BOARD LEADERSHIP3 Is effective leadership provided by the Board and Committee Chairs?
  16. 16. BOARD LEADERSHIP SKILLS AND EXPERTISE 1. Governance and Role of the Board 2. Governance Process, Including Meetings and Decision Making 3. Leadership, Direction, Motivation 4. Knows the Business
  17. 17. BOARD PROCESSES4 How well do Board processes facilitate knowledge gathering, decision making, planning and execution of Board decisions?
  18. 18. KEY BOARD PROCESSES 1.Distribution of information 2.Board meetings and decision making 3.Board, CEO and other Assessments 4.Interaction with management
  19. 19. BOARD DYNAMICS4 How well does the Board work together as a team and with management?
  20. 20. 1.Respect 2.Objectivity 3.Collaboration 4.Humility (/paranoia!) KEY BOARD DYNAMICS
  21. 21. MEASURING BOARD EFFECTIVENESS
  22. 22. What if there wasn’t a WFFSA Board? What would be different? What are the key decisions made by the WFFSA Board? What is the impact of those decisions? In hindsight, what decisions would you make differently? How would it change the impact of the WFFSA Board? MEASURING BOARD IMPACT
  23. 23. YOU www.boardroommetrics.com info@boardroommetrics.com

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