Where Were the Directors?

The credit crisis has caused a cataclysm in corporate governance circles. Distinguished professors, leaders of industry, regulators, legislators and blue ribbon panels around the world are examining everything from bank regulation to how individual...

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Bibliographic Details
Main Author: World Bank
Format: Brief
Language:English
Published: Washington, DC 2012
Subjects:
Online Access:http://documents.worldbank.org/curated/en/2009/02/10334018/directors
http://hdl.handle.net/10986/11127
id okr-10986-11127
recordtype oai_dc
spelling okr-10986-111272021-04-23T14:02:54Z Where Were the Directors? World Bank ACCOUNTING ADVISORY GROUP AUDIT COMMITTEE AUDIT COMMITTEES BANK REGULATION BEST PRACTICES BOARD MEETING BOARD MEETINGS BOARD MEMBERS BOARDS OF DIRECTORS BUSINESS ETHICS CALCULATIONS CEO CHIEF FINANCIAL OFFICER COMPANY CONTRIBUTION CORPORATE DIRECTORS CORPORATE EXECUTIVE CORPORATE STRATEGY CORPORATION DERIVATIVE ECONOMIC REFORM ESTATES EXCHANGE COMMISSION FINANCE CORPORATION FINANCES FINANCIAL AFFAIRS FINANCIAL CRISES FINANCIAL CRISIS FIRMS GLOBAL CORPORATE GOVERNANCE GOOD GOVERNANCE GOVERNANCE PRACTICES INCOME INDIVIDUALS INFORMED DECISION INSTITUTIONAL INVESTORS INTERNATIONAL FINANCE INVENTORY INVESTING JOINT-STOCK COMPANIES KNOWLEDGE GAP LIFETIME LIQUIDITY LISTED COMPANIES LLC LOW-INCOME LOW-INCOME COUNTRIES MAJORITY VOTING MANAGERS PENSION PUBLIC COMPANIES PUBLIC COMPANY PUBLIC MARKETS PUBLICLY TRADED CORPORATIONS RAILWAY COMPANY REFORM PROGRAMS REGULATORS REGULATORY REFORM RESPONSIBILITIES RISK MANAGEMENT RISK PROFILE SCANDALS SECURITIES SENIOR SHAREHOLDER SHAREHOLDERS SOCIETY SPONSORS STOCK COMPANIES STOCK EXCHANGES SUBSIDIARY TRANSITION ECONOMIES TRUST FUND UNIVERSITIES VALUABLE YOUNG CHILDREN The credit crisis has caused a cataclysm in corporate governance circles. Distinguished professors, leaders of industry, regulators, legislators and blue ribbon panels around the world are examining everything from bank regulation to how individuals relate to society. There are more "big ideas" floating around than ever. Most, of course, will come into the world with a bang, only to be forgotten equally quickly. Into this unsettled, shifting landscape, David Beatty takes a different approach. Rather than one big idea, Beatty proposes a series of concrete, common-sense methods to improve the effectiveness of Boards of Directors. These are improvements born of the current context, but which seem timeless. Much in the same way that a magician's trick seems obvious once you know how it is done, Beatty's suggestions seem absolutely intuitive once read, yet few boards now practice them. Beatty's prescriptions divide into three parts: 1) equipping boards with adequate expertise to deal with today's complex issues; 2) managing the time of Directors more efficiently so as to allow true strategic planning; and 3) bridging the expertise chasm between Managers and Directors. Those are all long-standing issues, what makes Beatty's advice valuable are the specific steps he recommends to achieve them. 2012-08-13T14:13:31Z 2012-08-13T14:13:31Z 2009-02 http://documents.worldbank.org/curated/en/2009/02/10334018/directors http://hdl.handle.net/10986/11127 English Private Sector Opinion; No. 12 CC BY-NC-ND 3.0 IGO http://creativecommons.org/licenses/by-nc-nd/3.0/igo/ World Bank Washington, DC Publications & Research :: Brief Publications & Research
repository_type Digital Repository
institution_category Foreign Institution
institution Digital Repositories
building World Bank Open Knowledge Repository
collection World Bank
language English
topic ACCOUNTING
ADVISORY GROUP
AUDIT COMMITTEE
AUDIT COMMITTEES
BANK REGULATION
BEST PRACTICES
BOARD MEETING
BOARD MEETINGS
BOARD MEMBERS
BOARDS OF DIRECTORS
BUSINESS ETHICS
CALCULATIONS
CEO
CHIEF FINANCIAL OFFICER
COMPANY
CONTRIBUTION
CORPORATE DIRECTORS
CORPORATE EXECUTIVE
CORPORATE STRATEGY
CORPORATION
DERIVATIVE
ECONOMIC REFORM
ESTATES
EXCHANGE COMMISSION
FINANCE CORPORATION
FINANCES
FINANCIAL AFFAIRS
FINANCIAL CRISES
FINANCIAL CRISIS
FIRMS
GLOBAL CORPORATE GOVERNANCE
GOOD GOVERNANCE
GOVERNANCE PRACTICES
INCOME
INDIVIDUALS
INFORMED DECISION
INSTITUTIONAL INVESTORS
INTERNATIONAL FINANCE
INVENTORY
INVESTING
JOINT-STOCK COMPANIES
KNOWLEDGE GAP
LIFETIME
LIQUIDITY
LISTED COMPANIES
LLC
LOW-INCOME
LOW-INCOME COUNTRIES
MAJORITY VOTING
MANAGERS
PENSION
PUBLIC COMPANIES
PUBLIC COMPANY
PUBLIC MARKETS
PUBLICLY TRADED CORPORATIONS
RAILWAY COMPANY
REFORM PROGRAMS
REGULATORS
REGULATORY REFORM
RESPONSIBILITIES
RISK MANAGEMENT
RISK PROFILE
SCANDALS
SECURITIES
SENIOR
SHAREHOLDER
SHAREHOLDERS
SOCIETY
SPONSORS
STOCK COMPANIES
STOCK EXCHANGES
SUBSIDIARY
TRANSITION ECONOMIES
TRUST FUND
UNIVERSITIES
VALUABLE
YOUNG CHILDREN
spellingShingle ACCOUNTING
ADVISORY GROUP
AUDIT COMMITTEE
AUDIT COMMITTEES
BANK REGULATION
BEST PRACTICES
BOARD MEETING
BOARD MEETINGS
BOARD MEMBERS
BOARDS OF DIRECTORS
BUSINESS ETHICS
CALCULATIONS
CEO
CHIEF FINANCIAL OFFICER
COMPANY
CONTRIBUTION
CORPORATE DIRECTORS
CORPORATE EXECUTIVE
CORPORATE STRATEGY
CORPORATION
DERIVATIVE
ECONOMIC REFORM
ESTATES
EXCHANGE COMMISSION
FINANCE CORPORATION
FINANCES
FINANCIAL AFFAIRS
FINANCIAL CRISES
FINANCIAL CRISIS
FIRMS
GLOBAL CORPORATE GOVERNANCE
GOOD GOVERNANCE
GOVERNANCE PRACTICES
INCOME
INDIVIDUALS
INFORMED DECISION
INSTITUTIONAL INVESTORS
INTERNATIONAL FINANCE
INVENTORY
INVESTING
JOINT-STOCK COMPANIES
KNOWLEDGE GAP
LIFETIME
LIQUIDITY
LISTED COMPANIES
LLC
LOW-INCOME
LOW-INCOME COUNTRIES
MAJORITY VOTING
MANAGERS
PENSION
PUBLIC COMPANIES
PUBLIC COMPANY
PUBLIC MARKETS
PUBLICLY TRADED CORPORATIONS
RAILWAY COMPANY
REFORM PROGRAMS
REGULATORS
REGULATORY REFORM
RESPONSIBILITIES
RISK MANAGEMENT
RISK PROFILE
SCANDALS
SECURITIES
SENIOR
SHAREHOLDER
SHAREHOLDERS
SOCIETY
SPONSORS
STOCK COMPANIES
STOCK EXCHANGES
SUBSIDIARY
TRANSITION ECONOMIES
TRUST FUND
UNIVERSITIES
VALUABLE
YOUNG CHILDREN
World Bank
Where Were the Directors?
relation Private Sector Opinion; No. 12
description The credit crisis has caused a cataclysm in corporate governance circles. Distinguished professors, leaders of industry, regulators, legislators and blue ribbon panels around the world are examining everything from bank regulation to how individuals relate to society. There are more "big ideas" floating around than ever. Most, of course, will come into the world with a bang, only to be forgotten equally quickly. Into this unsettled, shifting landscape, David Beatty takes a different approach. Rather than one big idea, Beatty proposes a series of concrete, common-sense methods to improve the effectiveness of Boards of Directors. These are improvements born of the current context, but which seem timeless. Much in the same way that a magician's trick seems obvious once you know how it is done, Beatty's suggestions seem absolutely intuitive once read, yet few boards now practice them. Beatty's prescriptions divide into three parts: 1) equipping boards with adequate expertise to deal with today's complex issues; 2) managing the time of Directors more efficiently so as to allow true strategic planning; and 3) bridging the expertise chasm between Managers and Directors. Those are all long-standing issues, what makes Beatty's advice valuable are the specific steps he recommends to achieve them.
format Publications & Research :: Brief
author World Bank
author_facet World Bank
author_sort World Bank
title Where Were the Directors?
title_short Where Were the Directors?
title_full Where Were the Directors?
title_fullStr Where Were the Directors?
title_full_unstemmed Where Were the Directors?
title_sort where were the directors?
publisher Washington, DC
publishDate 2012
url http://documents.worldbank.org/curated/en/2009/02/10334018/directors
http://hdl.handle.net/10986/11127
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