governance
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In most societies the normal state of affairs is presumed to be that people will go about their own business in their own interests. Advocating something as being in the public interest involves setting oneself up in judgment as to whether a proposal or requirement to change behaviour will benefit the public overall. ‘In the public interest’ is a phrase used by politicians, regulators and others to justify all manner of actions, inactions and policy proposals. But there are issues. Is its meaning understood?
The public interest
GMI Ratings’ Risk List contains companies receiving our lowest rating – “F.” Inclusion on The Risk List represents analysis covering an array of environmental, social and governance (ESG) and accounting issues…. As a global leader in corporate governance, GMI Ratings publishes two proprietary risk ratings on public companies: an Environmental, Social and Governance (“ESG”) Rating, and an Accounting and Governance Risk (AGR) Rating. Although these ratings are separate from one another, when combined, they offer a broader and more in-depth understanding of companies as a whole.
The Corporate Library: Corporate Governance Research
6 Steps in Enterprise 2.0 Governance Projects - Trends in the Li
I believe that governance is at the heart of effective Enterprise 2.0 implementation. While many shy away at the term, mainly because governance is usually focused on risk and limitations, I see it differently. True governance is just as much about ensuring that opportunities are taken as it is as about containing risk. Governance, done well, is an enabler of innovation, providing parameters, guidelines and policies that address risks, and allow the greatest possible scope for experimentation and value creation. As such most of my client work on Enterprise 2.0 is helping executives to frame governance and develop effective strategies.
Blogging Innovation: Non-profits - Maximize Value from your Boar
Every non-profit I speak with wishes they could get more value from their Board of Directors. It's not that their directors aren't engaged or interested, it's just often difficult to get more of their time and specific, focused attention in between board meetings. Here are several recommendations for how nonprofits (and any organization with board members and advisors) can get more value from these important partners. Give them smaller, contained tasks: Make it easier for them to execute, and get things done for you. Big multi-stage projects can be intimidating to tackle, but if you break those requests into smaller, more attainable tasks, things will get done more quicklyHow To Build A Good Board
I've been sitting on early stage company boards for over 15 years now and I've been on plenty of bad boards and good boards. As I've learned the difference between the two, I've insisted on certain things when we negotiate the composition of the board. That has significantly increased the number of good boards I am on. Here are the 10 key things I've learned (plus one because it's hard to stop at 10).
Editor’s Note: The following post comes to us from Kimberly Gladman , Director of Research and Risk Analytics at GovernanceMetrics International, and is based on the executive summary of GMI Ratings’ 2012 Women on Boards survey by Ms. Gladman and Michelle Lamb, available for download here . GMI Ratings’ 2012 Women on Boards survey includes data on over 4,300 companies in 45 countries around the globe. The results show incremental improvement in most measures of female board representation since our 2011 report. For the first time ever, women hold more than one in ten board seats globally: 10.5% of the directors in our coverage universe are now women, a 0.7 percentage point increase from last year.
The Harvard Law School Forum on Corporate Governance and Financi