Are You Underutilizing Your Board Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Many corporations can not take full advantage of their boards. This is a missed opportunity arises not only in dysfunctional organizations, but also in companies that are working well and are the market leaders. The authors found from a recent comprehensive study of board feedback that many boards suffer from the following major problems: lack of competence, lack of diversity, underutilization of skills, dereliction of duty, and poor selection and evaluation processes. To avoid these problems, organizations need to adopt a set of five basic methods: (1) Choose the correct directory (four competencies required: results orientation, strategic orientation, cooperation and independence), (2) the right to appoint the chairman (in addition to the four competencies, candidates must be skilled in empowering others to encourage active discussion, coaching, mentoring, and directors, and holding key management and other members of the board of directors accountable),) (3) Ensure succession planning first (it starts with a set of graduates practice in the organization and completed management development programs), and (4) Focus on a few key items on the agenda (as a minimum, the board should regularly review compliance with the control codes and regulations, review the effectiveness of the CEO and succession planning, to discuss ways that the company will build and develop long-term value for shareholders, and the control of the company and financial data), and (5) Review of the collective and individual contribution to the section (feedback should go beyond mere compliance). Although this practice may seem obvious, the simple fact is that too many organizations either ignore them or make costly mistakes in their implementation. "Hide
by Chris Thomas, David Kidd, Claudio Fernandez-Ar Fern ounces Source: MIT Sloan Management Review 8 pages. Publication Date: January 1, 2007. Prod. #: SMR237-PDF-ENG