By John C. Shaw
Decision-making and company governance have continuously been very important services in a firm, yet by no means extra so than within the present post-Enron/Andersen enterprise setting. This ebook acts as a framework for company officials and senior-level executives who have to remodel their very own decision-making, chance, and governance approaches. The ways were effectively confirmed in a few best businesses, whose case reviews are incorporated within the book.
Offers modern insurance of an more and more vital subject, mentioning a confirmed procedure that pulls from top businesses and gives a composite of what to not do in keeping with businesses like Anderson and Enron.
Author very energetic in convention circles, addressing millions in occasions.
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Additional resources for Corporate Governance and Risk: A Systems Approach
The scandals and the political drive for reform in the name of corporate governance established new layers of regulatory compliance without necessarily addressing the underlying core issues that caused the scandals in the ﬁrst place. New laws and the resulting regulations deﬁned governance in ways that do not address the basic problems, but probably serve to make the problems worse. This idea of the cure being worse than the disease unfortunately has side effects or unintended consequences: ■ Processes are put in place that divert attention from the real issues of governance.
It is no wonder, then, that our conventional wisdom is something from the past. So, too, is our perspective. DOES OUR PERSPECTIVE MATTER? Does all of this discussion around perspective and “why things go wrong” matter? Do we have to throw out how we think about how things work and adopt a new, unfamiliar, perhaps even unproven point of view? qxd 6/30/03 9:28 AM Page 32 32 ESTABLISHING A PERSPECTIVE quick answer is no! A lot of what used to work still works. The assembly line and interchangeability of parts still work; organizations that divide and assign accountability and responsibility for tasks still work; breaking down a problem into its component parts still helps to solve the problem.
Companies fail from the top down, not the other way around. Each of the failures that I experienced during my journey had more to do with a leadership style characterized by a failure to listen and learn than outright incompetence. Steve’s observations were very helpful and much appreciated. You will see many of his thoughts carried forward throughout this book. The scandals and the political drive for reform in the name of corporate governance established new layers of regulatory compliance without necessarily addressing the underlying core issues that caused the scandals in the ﬁrst place.