Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
21st Century Corporate Board Hardcover – October 29, 1996
All Books, All the Time
Read author interviews, book reviews, editors picks, and more at the Amazon Book Review. Read it now
From the Publisher
The role of corporate boards or boards of directors has changed dramatically over the past decade. Board members are increasingly responsible for companies' fiscal and legal affairs. This book provides a blueprint for preparing for the boards of tomorrow. Numerous anecdotes and real-world examples make this timely guide accessible and entertaining. Ward has edited a national magazine on corporate boards for six years and offers an insider's guide to the next century of corporate boards.
From the Inside Flap
21st Century Corporate Board Over the last decade, dramatic changes in how corporations are led have radically transformed the board and its role in business. No longer a safe haven for the walnut-paneled aristocracy, todays board is an autonomous power center for corporate leadership. How did this happen, and why? More importantly, how will tomorrows boards consolidate their newfound strength to tackle fresh challenges in the years ahead? 21st Century Corporate Board addresses these critical questions and more, offering both a masterful analysis of the forces driving corporate governance and a bold new blueprint of the structures, tools, and knowledge demanded for the effective boards of the future. Youll find detailed coverage of all of the key issues in board makeup, pay, and trainingfrom strategic board recruitment and "pay for performance" to director certification and high-tech board meetings. The book also helps you make sense of the revolution in board operations and organization, including cooperation with management, liability and compliance concerns, and the structure and use of special committees. In the modern corporate board, directors must think like owners, act like managers, and retain their independence. With its hard-hitting, market-based approach and razor-sharp insights, this book vividly illustrates the contradictions of allegiance and focus demanded by the new corporate dynamicgiving you a crucial jump on the action agenda of the 21st Century Corporate Board.
If you are a seller for this product, would you like to suggest updates through seller support?
Top Customer Reviews
Motors. For the first six chapters I kept wondering if I could somehow buy into the movie rights. By chapter 7,
however, he is shifting gears into a history of boards of directors and their function. The likelihood of a movie
faded but the book never looses its lively pace through 60 informative chapters with headings like "How to
Launch a Board Revolt," "Q: Why is Board Education like Sex Education," and "Take Me to Your Lead
Ward tells the familiar tale, chronicled by Berle and Means and updated by Mark Roe, of how owners were
usurped by managers. The recent era of corporate raiders and rubber stamp boards is fading into history as
shareholders and their board representatives gain an equal footing with CEOs. Ward draws on his years of
experience as editor of The Corporate Board to inform the reader of current trends and to speculate on the
For example, Ward tells us that new boards are looking for skills in telecommunications and technology,
marketing, international markets, finance, restructuring, entrepreneurial skills, and service industries, as well as for
demographic diversity. Ward devotes several chapters to describing the work of audit, compensation, and
nominating committees. He also looks examines emerging committees in corporate governance and compliance
as well as more specialized committees. He sees the likelihood that small board secretariats will strengthen the
board's hand in working with management by helping them dig through the data.
Looking at the chair/CEO controversy, Ward concludes that in most cases the independent outside chair "would
not have enough muscle yet to make a difference." "This does not mean we should give up on the idea of a
separate chair, but rather that supporters may have been too early with the idea for it yet to be effective." Ward
sees lead directors as a "fallback" position that is likely to take hold sooner but on a less formal basis.
Most readers will find that Ward takes a balanced and reasoned approach to SEC regulations, director liability,
stakeholder influence, and the dozens of other issues which he covers in brief but informative discussions.
Perhaps most controversial is his contention is that we may soon be seriously considering proposals for federal
the chartering of corporations. Ward breezes through past proposals by James Madison, William Jennings Bryan,
T. Roosevelt, Wilson, Taft, William O. Douglas, Ralph Nader, and more recent efforts. He points out that "the
very Congress that gained power in 1994 by proclaiming a return of power to the states passed the Private
Securities Litigation and Reform Act of 1995" which preempts state powers in shareholder suits and adds federal
Ward argues that several federal laws have defused the radical call for federal chartering while bringing us
closer to a de facto federal system. "While federal chartering waves of the past century were stirred by
politicians, jurists, and consumer advocates, a renewed effort would likely be led by shareholders." "If federal
corporate certification could supersede state lawsuits, coordinate often contradictory federal regulations, and set
clear standards for board behavior, it might well draw new fans from the business sector." I find his arguements
compelling. If shareholders and businesses united around such a proposal now, we might avoid populist based
demands, with confusing stakeholder provisions for constituent based boards, which are likely to resurface in an