Boards That Deliver: Advancing Corporate Governance From by Ram Charan

By Ram Charan

Ultimately, a booklet that brings the imaginative and prescient of actually solid governance right down to earth. Ram Charan, specialist in company governance and best-selling writer, packs this publication with worthy instruments and strategies to take forums and their businesses to a better point of functionality. Charan places his finger on a turning out to be challenge for forums: the disconnect among directors' efforts and their effects. The further time and a spotlight forums make investments isn't really translating into larger governance???that is, governance that provides price to the business.

forums That carry will get past the rhetoric of company governance reform. It captures the tried-and-true practices utilized by high-performance forums. not like specialists who base prescriptions on number-crunching routines, Charan identifies the genuine difficulties that drain directors' time and suppress their most sensible judgments???and explains truly and succinctly how forums can remedy these problems.

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Extra resources for Boards That Deliver: Advancing Corporate Governance From Compliance to Competitive Advantage

Sample text

Extreme Risk. The risk is certain to occur at some stage of the project activity’s life span. Therefore, the company should be advised to consider whether to continue with its activity, or acknowledge the impacts and responses within a detailed and tailored Business Continuity Management Plan, with frequent and detailed desktop exercises for varied levels of the management structure. The IMP should be connected to external organizations and agencies, and be tested and evaluated on a scheduled basis.

For example, the need to evacuate a nuclear reactor facility may occur when several risk levels have been breached: Insufficient electricity is being provided to power a water pump, the reactor water-cooling system fails, the redundancy systems fail, and a reactor reaches a critical temperature. The Business Continuity Management Plan should define trigger points that identify when a problem has become a crisis, and at what level the crisis situation is rated. Trigger points can also be used to avoid a crisis by identifying an approaching problem so that measures can be implemented by which to avoid the effects; for example, elections are imminent in a volatile region—evacuation plans are reviewed; public disturbances start occurring—nonessential staff withdraw; government forces use unnecessary force—remaining personnel move to a safe location; mass riots occur—the company has already withdrawn from the risk area.

Personnel are exposed to avoidable risks and property is damaged as not protected. Managers wait until law enforcement advice or support arrives. Explosion occurs, injuring occupants and exposing company to liability claims. Bomb Threat Evacuate buildings and search for suspicious items. 26 Business Continuity Management Threats, Coercion, and Intimidation of Local Nationals Rising Incidents of Violence toward Local Employees Rising Levels of Violence toward Expatriates Reduced Rule of Law and Increasing Public Tensions Increasing Civil Gatherings and Disturbances Widespread Riots and Loss of Rule of Law Possible Intelligence—Targeting of the Company Possible Targeting of Co-Located or Adjacent Groups Specific Intelligence—Targeting of the Company Specific Targeting of Co-Located or Adjacent Groups Increased Levels of Road Blocks or Illegal Vehicle Stops Aggressive Tactics by Police and Host Nation Military Arrests and Detentions by Local Government Forces Arrests and Detentions by Local Militia Western Embassy Threat Warnings and Alert States Increasing Number of Unarmed Attacks on Personnel Increasing Number of Armed Attacks on Personnel Increasing Number of Unarmed Attacks on Facilities Increasing Number of Armed Attacks on Facilities Specific Targeting of Supply Chain Targeting of Project Staff Moving to Project Locations Targeting of Western Companies within Operating Area Targeting of Local Subcontractor Companies Managers should be advised it is better to “pull the trigger” than delay making decisions or alerting crisis managers.

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