Comment la direction des sociétés évalue-t-elle l’efficacité (et l’utilité) de son conseil d’administration ?

Une étude de Heidrick & Struggles du Center for Effective Organizations de University of Southern California’s Marshall School of Business  montre que les perceptions qu’ont les présidents | chefs de la direction (PCD ou CEO) de l’efficacité du conseil d’administration (C.A., Board) sont significativement différentes de celles qu’ont les membres du conseil (C.A.) de leur propre utilité et efficacité !  Les auteurs proposent plusieurs moyens pour améliorer la dynamique entre le C.A et le management des sociétés. Vous pouvez lire l’article au complet sur le site de la NACD (

 Closing the Gap

Achieving the Perfect CEO-Board Dynamic – Resources – NACD

« Nine out of 10 directors think their boards are doing a good job. Their CEOs think only one director in five is effective. Who is right?

A study conducted by Heidrick & Struggles with the Center for Effective Organizations at the University of Southern California’s Marshall School of Business surveyed 768 directors, nearly 75 percent of whom are outside directors, at 660 of the 2,000 largest publicly traded companies in the United States. CEOs confide that they have at most one or two effective directors who provide wise counsel, offer advice on key issues. But 95 percent of directors rate their boards as either effective or very effective overall ».

Closing the Gap

When CEOs see only about 10 to 20 percent of directors as effective and their top management teams often regard working with the board as a demotivating experience, what are the issues? The good news is that the causes of the demotivating disconnect are clear and there are readily available remedies to address them ».