Un autre excellent article de knowledge.wharton.upenn.edu qui montre les importantes lacunes des C.A. en matière de réseaux sociaux et qui indique clairement les étapes à suivre en vue de s’assurer que les membres de C.A. deviennent familiers avec ceux-ci. Voici quelques extraits de l’article :
« Let’s start with today’s reality. The world has changed but corporate boards haven’t kept pace. How do you know? Ask most boards what they monitor and measure at their organizations. There’s a big chance that most of them will say they are monitoring and measuring financial results, compliance and legal risks ».
« What’s surprising about such responses is that boards know that solid decision-making is essential to mitigating risks and ensuring the viability of their enterprises. How is it, then, that most of them don’t have a grip on the operational value these technologies offer, or the critical « big data » — about customer sentiment, employee engagement and investor insights — that they produce? The answer: They’re still using corporate governance tools and strategies that were developed in an age that was neither social nor mobile, or ever considered that the « cloud » would exist ».
« In short, today’s corporate directors have the « necessary » skills in terms of compliance and financial performance, but not the « sufficient » skills in terms of strategic or technological know how. Why? Because for years, astute corporate directors believed the tools that companies like Facebook and Twitter offered weren’t essential. In their view, these new means of communications were for kids, had little, if any, business value, and created minimal strategic, operational or financial risks. Wow, were they wrong ».