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Welcome to Top Level Board Performance Presented by Leslie Spiers MA MBA DMS CertEd Boardroom Dynamics Limited
 
Corporate Problems ,[object Object],[object Object],[object Object]
Corporate Governance as Business Improvement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Role of the Board in SME’s ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic versus Operational Planning
Board Structures and Processes ,[object Object],[object Object],[object Object],[object Object]
Governance and Business Improvement ,[object Object],[object Object],[object Object]
Further Considerations ,[object Object],[object Object]
[object Object],[object Object],[object Object]
What is a Company? ,[object Object],[object Object],[object Object],[object Object],[object Object]
What is the purpose of a Company? ,[object Object],[object Object],[object Object]
What are the features of a Company? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Directors’ legal requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Factors not to be ignored ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Company and its Directors ,[object Object],[object Object],[object Object]
Other Interested Parties Source:- Sheridan and Kendall, 1995 Internal Organisation And Management Subsidiary Boards The ‘external’ parties The ‘internal’ parties EU Commission Government Consumerists Employees Trade Unions Customers Good Practice Trade Associations Local Communities Suppliers Business Partners The Financial World The Media Environment- alist Lenders Of Money
"The job of the Board is all to do with creating momentum, movement, improvement and direction. If the Board is not taking the company purposefully into the future, who is?" Sir John Harvey-Jones ,[object Object]
The Board's Key Purpose ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Board's Main Functions ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
The Board Accountability To the company To Owners To regulators and legislators To Stakeholders Ensuring Directorial Audit Policy Formulation Stating Purpose Creating Vision and Values Developing corporate climate Monitoring the external environment Strategic Thinking Market Positioning Setting corporate direction Reviewing resources Setting implementation processes Supervising Management Performance Management Budgetary Control Review of key business results Organisational capability SHORT TERM LONG TERM Operations Review Cycle INTERNAL EXTERNAL Governance Review Cycle Strategy Review Cycle Responsibilities of the Board
Accountability ,[object Object],Very onerous duties - different from management
Governance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Direction Formulation of strategy Acquisition & allocation of overall resources Setting policies Establishing direction Emphasises the mission - the shared vision ,[object Object]
Management: Running the business Shorter term operational matters Financial, production, market management ,[object Object]
Power & Responsibility ,[object Object],MANAGEMENT BOARD P O W E R R E S P O N S I B I L I T Y
Board Composition & Organisation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Board Meetings ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
In Summary Top Performing Board's … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Welcome to Top Level Board Performance

  • 1. Welcome to Top Level Board Performance Presented by Leslie Spiers MA MBA DMS CertEd Boardroom Dynamics Limited
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  • 17. Other Interested Parties Source:- Sheridan and Kendall, 1995 Internal Organisation And Management Subsidiary Boards The ‘external’ parties The ‘internal’ parties EU Commission Government Consumerists Employees Trade Unions Customers Good Practice Trade Associations Local Communities Suppliers Business Partners The Financial World The Media Environment- alist Lenders Of Money
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  • 22. The Board Accountability To the company To Owners To regulators and legislators To Stakeholders Ensuring Directorial Audit Policy Formulation Stating Purpose Creating Vision and Values Developing corporate climate Monitoring the external environment Strategic Thinking Market Positioning Setting corporate direction Reviewing resources Setting implementation processes Supervising Management Performance Management Budgetary Control Review of key business results Organisational capability SHORT TERM LONG TERM Operations Review Cycle INTERNAL EXTERNAL Governance Review Cycle Strategy Review Cycle Responsibilities of the Board
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