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Über dieses Buch

Non-executive directors play a very important role in modern business. Providing a rare emphasis on 'soft skills', culture and relationship building, this comprehensive guide offers a unique insight into what it's actually like to be a non-executive director, backed up by global case studies, research and interviews.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction

The independent director (and, by extension, the independent chairman) has one of the most important jobs in business today. Over the past twenty years, a series of government and industry reports in the United Kingdom (UK) and the United States of America (USA) have focused a great deal of attention on the role of the independent director. Those reports, and that attention, have come in response to a series of industry and corporate scandals, the latest being the banking crisis of 2008. Subsequent codes of corporate governance around the world have laid more duties and responsibilities on the shoulders of independent directors, who now bear frontline responsibility for ensuring good corporate governance and accountability.
Gerry Brown

Chapter 2. Executive Experience

The first important point to make about independent directors is that they must be men and women of experience. Their value to the boards on which they sit and the companies they help to govern lies partly in their own intelligence and ability, but also in the wisdom and experience that they have accumulated in their previous careers.
Gerry Brown

Chapter 3. Case Studies

Datrontech, founded in 1994 by entrepreneurs Steve King and Ian Boyle, was a computer memory distributor. In the words of Patrick Wilson of Hawkpoint partners, who advised on the flotation of Datrontech the following year, the company “was dominant at what it did, and did it very effectively.” The company grew rapidly through acquisition, buying up other memory distributors in America and Europe. Most of this growth was funded by debt.
Gerry Brown

Chapter 4. Themes

Independent directors do not work in isolation. They are part of a team, the board of directors, which has overall responsibility for governing and steering the larger organization. They need to work closely with the other team members, both other independent directors and the executive directors, so that the whole board functions together. I will come to the specifics of the role of the independent director later, but before that we need to look at the role of the board as a team, and how that team can discharge its responsibilities effectively.
Gerry Brown

Chapter 5. Conclusion

Throughout this book, two important themes have run continuously: firstly, the role of the independent director is more important than ever before; and secondly, the role of the independent director has never been harder, or more challenging. Independent, non-executive directors are no longer bystanders in the corporate world. They are on the frontline. If you want to be an independent director, or already are one, then this is the reality you must face.
Gerry Brown

Chapter 6. Building a Portfolio

Having described the role of the independent director in detail, and from multiple perspectives, it is time to consider how one gets started as an independent director and how one builds up a portfolio. First, of course, one must be qualified to do the job. Primarily, that means executive experience. One needs to have been there, to have walked the walk, and to understand how businesses are run, before one can even think of becoming an independent or non-executive director.
Gerry Brown

Backmatter

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