Moving People to Action

These are the top 10 TED talks of all time (by total views on TED.com).

1.- Sir Ken Robinson – Schools kill creativity – 13M views

2.- Jill Bolte Taylor – Stroke of insight – 9.6M views

3.- Steve Jobs – How to live before you die – 9.3M views

4.- Pranav Mistry – The thrilling potential of Sixth Sense technology – 9M views

5.- David Gallo – Underwater astonishments – 7.7M views

6.- Simon Sinek – How great leaders inspire action – 7.4M views

7.- Pattie Maes and Pranav Mistry – SixthSense – 6.7M views

8.- Brené Brown – The power of vulnerability – 6.3M views

9.- Bobby McFerrin – plays the audience – 4.9M views

10.- Hans Rosling – Stats that reshape your worldview – 4.6M views

Which are your favourite TED talks? If you love Stories, have you found The Moth?

The Best told Stories on the…

Voir l’article original 170 autres mots

Le code de gouvernance UK vingt ans plus tard | Encore l’éthique et l’intégrité !


English: Frame of reference for research of in...
English: Frame of reference for research of integrateg Governance, Risk & Compliance (GRC) (Photo credit: Wikipedia)

L’article publié par John Plender dans le FT.com du 11 novembre présente une très bonne synthèse de l’application des règles de gouvernance sur une période de 20 ans (à l’occasion du vingtième anniversaire de l’introduction du Code de gouvernance des sociétés britanniques – UK). Il reste encore beaucoup à faire, surtout au niveau du « Comply or Explain » qui permet à plusieurs organisations de passer outre à des pratiques de gouvernance exemplaires. On a également beaucoup de problèmes avec la « mesure » de l’éthique des dirigeants, les cultures organisationnelles viciées et les conflits d’intérêts, surtout lorsqu’il s’agit de rémunération. Un excellent article partagé par Richard Leblanc sur LinkedIn.

 Ethics and integrity in governance

Voici un court extrait de l’article que je vous encourage à lire.

« There was a fundamental failure, he said, to distinguish governance, which is a responsibility of the board, from management, whose job is to turn purpose into action. And he rightly placed emphasis on how formalising the board appointment process helped dispel a clubby ethos. The subtlety of the market-oriented comply or explain formula ensured that business leaders went along with all-important proposals such as the split of the chairman and chief executive roles.

That said, the limits to the code’s achievements are today painfully clear. The biggest failure concerns remuneration, where the formalisation of boardroom pay setting led to a ratchet whereby non-executives never feel that their chief executive is third or fourth quartile material and chief executives who are not primarily motivated by money nonetheless want pay that looks good in relation to their peers. The sheer complexity and flawed metrics that characterise so many incentive schemes cannot be blamed on the code. But there is no question that this is the biggest area of unfinished business in corporate governance in the English-speaking world ».