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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| Format: | Brief |
| Language: | English |
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Washington, DC
2012
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| Online Access: | http://documents.worldbank.org/curated/en/2009/02/10334018/directors http://hdl.handle.net/10986/11127 |
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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 |
| _version_ |
1764415622675955712 |