Saving the Corporate Board: Why Boards Fail and How to Fix Them

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John Wiley & Sons, May 26, 2003 - Business & Economics - 240 pages
Ward reveals ten specific failings that are built into our boardroom model and provides real-world fixes to get boards back on track. Ward mixes tart, insightful analogies (what do boards have in common with volunteer fire departments, the U.S. electoral college . . . and Howard Hughes?) with proven nuts-and-bolts advice for putting any board back on track.

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Reason 10 The Data Disaster Boards Receive Too Little Too Much or Just Plain Bad Information
Reason 9 The Boardroom Leadership Gap The Board Oversees at the Same Time It Is Led by the CEO
Reason 8 The Boardroom Amateurs Syndrome Inadequate Time Resources and Expertise for the Job
Reason 7 Financials Frauds and Fumbles Why Audit Committee Is an Oxymoron
Reason 6 So What Exactly Is the Board Supposed to Do? Competing If Not Conflicting Governance Agendas
Reason 5 The Howard Hughes Syndrome Directors Are Cut off from Staff Shareholders and Major Decisions
Reason 4 Does Anyone Know Why Were Here? Poor Board Meetings and Logistics
Reason 3 We Dont Talk about That Boards Do a Lousy Job of Handling Their Personal Issues
Reason 2 The Exploding Job Description We Have No Idea How to Evaluate Motivate or Pay Directors
Reason 1 The Elephant in the Boardroom Boards Dont Handle Bad News Well

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About the author (2003)

RALPH D. WARD is a nationally recognized writer and commentator on the roles of boards of directors and the future of corporate governance worldwide. He is publisher of Boardroom INSIDER, an online e-mail newsletter of firsthand advice for better boards, and edits the Corporate Board, an international journal of corporate governance. He speaks and consults extensively on boardroom issues in the United States and internationally, and is the author of 21st Century Corporate Board and Improving Corporate Boards, both published by Wiley.

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