Voici un excellent article publié par Geoff Beattie* et Beverly Behan** et paru dans Ivey Business Journal sur le sujet de la conduite des conseils d’administration. Les auteurs mettent l’accent sur l’importance des trois éléments suivants : (1) la conception d’un plan d’action concernant le management du CA, (2) le courage de poser des questions qui vont au-delà de l’indépendance requise des administrateurs et, (3) l’établissement d’une culture de performance et de reddition de comptes.
The role of the Board of Directors has never been more important. Boards make important decisions that affect companies, the people who work in those companies, the people who own those companies, and sometimes the economy itself. If ever there was a place where excellence is required and should be demanded, this is it. The effectiveness of a board should not be considered a nice addition to a well-managed company, but a prerequisite.
The Richard Ivey School of Business at the University of Western Ontario. (Photo credit: Wikipedia)
But what makes a board effective? Surprisingly simple elements that are too frequently ignored. Among them, creating a plan for the board, demanding far more than mere independence from board leadership and establishing a board culture of performance and accountability.
Geoff Beattie sits on the boards of General Electric, the Royal Bank of Canada and McCain Foods and has served on and worked with other boards throughout his career. He is the former CEO of Woodbridge and Vice-Chair of Thomson Reuters
**Beverly Behan
Bev Behan has worked with over 125 boards, primarily S&P1500s, over the past 16 years. Her latest book, Great Companies Deserve Great Boards, was named Governance Book of the Year by Directors & Boards magazine.
Gouvernance | Jacques Grisé 