Corporate Boards That Create Value.

By John Carver & Caroline Oliver

Printed: 2002

Publisher: Jossey Bass. San Francisco

Dimensions 17 × 24 × 3 cm
Language

Language: English

Size (cminches): 17 x 24 x 3

£34.00
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Item information

Description

In the original dustsheet. Blue board binding with silver title on the spine.

  • F.B.A. provides an in-depth photographic presentation of this item to stimulate your feeling and touch. More traditional book descriptions are immediately available.

This book applies John Carver’s highly successful Policy Governance model to corporate boards. Carver and boardroom consultant Caroline Oliver explain the world’s only conceptually coherent operating system for boards. This simple yet profound system clarifies roles, empowers directors and senior management alike, and makes accountability feasible to a previously unattainable degree. The authors suggest a redefinition and elevation of the value that boards should create and show how to apply the Policy Governance design to commanding company performance. Corporate Boards That Create Value gives corporate directors and all who care about governance a powerful tool for success.

Reviews:

  • Here’s a timely thought: corporate boards should govern their organizations, rather than simply condoning the antics of aggressive CEOs. While most corporate boards offer their company little more than a group designed to hire and support the CEO, Carver and Oliver outline a broader set of duties for a responsible, more effective board, including the practice of setting management expectations and evaluating performance. The essence of this book is contained in the case the authors make for a chief government officer to replace the traditional chairman position. The point is to create board leadership that lives much closer to the organization’s management. Thus, instead of a gap between the CEO and the chairman, there would now be an overlap, which would give the board more governing relevance. Light reading this isn’t, but for those serious about changing corporate governance (and who isn’t after Enron?), this is an excellent resource. Copyright 2002 Reed Business Information, Inc.
  • “A valuable and enjoyable read?well worth adding to the bookshelf.” (Ps.advisor, 18 October 2002)

  • getAbstract.com strongly recommends that everyone in business read this book for its essential advice on strengthening the authority and accountability of corporate boards of directors. – getAbstract.com, 11/02

  • “In Corporate Boards That Create Value, Carver and Oliver offer totally new insights into an old topic. This rare and remarkable book provides a logical framework for governing in an efficient, accountable manner. The authors’ easily understood and brilliantly explained methodology shows how directors can provide complete accountability to shareholders and also empower the management of the enterprise.” –James Gillies, Ph. D., Professor Emeritus, Schulich School of Business, York University, Toronto, and author of Boardroom Renaissance: Power, Morality and Performance in the Modern Corporation

  • “The message of John Carver’s and Caroline Oliver’s book is clear-governance is the job of the board. It must be the key focus of the board and under its direction and control. By actively implementing the roadmap provided by the authors, progressive boards will be able to demonstrate that they are committed to promoting a culture of good corporate governance.” –John Hall FAICD, CEO, Australian Institute of Company Directors

  • “Carver and Oliver give us a clear, practical, and effective model for governance. This is a model that enables boards to fully grasp their role as trustees and yet frees management to achieve the ‘ends’ the ownership wants and deserves. Must reading for board members and executives.” –Jack Lowe, Jr., Chair and CEO, TDIndustries, Dallas

  • “Corporate Boards That Create Value is a veritable tour de force in the area of corporate governance, a major breakthrough in board leadership. In my opinion, the title Chief Governance Officer and the special illumination of the role and responsibility of those who would serve in that position are the greatest furtherance of servant leadership since Robert K. Greenleaf wrote the original essay, ‘The Servant as Leader.'” –JimTatum, CEO Tatum Motor Company, community college leadership consultant, and former chairman of the R.K. Greenleaf Center for Servant Leadership

  • “Carver and Oliver provide a unique and innovative model for corporate governance. What’s even more remarkable is that the structure of the model allows corporate governance policy to be crafted to tackle the real life day-to-day issues facing both boards and management. In so doing, the model provides all stakeholders the comfort of knowing that a rationally structured approach exists for addressing corporate governance and, thereby, fiduciary responsibilities.” –Christine Jacobs, chairman and CEO, Theragenics Corporation (Forbes’ America’s 200 Best Small Companies, 2001) Duluth, Georgia

  • “Carver and Oliver will challenge your most fundamental beliefs about corporate governance-a true breakthrough in thinking. Investors, directors, and executives should heed their message.” –Dana R. Hermanson, C.P.A., Ph.D., Director of Research, Corporate Governance Center, Kennesaw State University, Kennesaw, Georgia

  • Today’s company directors face overwhelming governance challenges. “Best practices” provide directors with only piecemeal solutions. This book explains Policy Governanceâ, the only complete and conceptually coherent operating system for boards. John Carver, the creator of The Policy Governance model and boardroom consultant Caroline Oliver demonstrate that the value a board should add is not to the company’s management but to the company’s owners.

  • Briefly and clearly explained, this simple yet profound system clarifies the board, chair, and CEO roles. Its appealing logic empowers directors and senior management alike. The authors first examine the kind of value that boards typically add, and suggest a redefinition and elevation of value that boards can create. They then set out the basics of Policy Governance design through which boards can deliver value, and they show how to apply the design to the board’s process, its relationship with the CEO, and the manner in which it commands company performance. Carver and Oliver go on to demonstrate the mechanics with which Policy Governance makes accountability feasible to a previously unattainable degree. Finally the authors outline what boards can do to make sure they stay on track. A more rigorous paradigm for board leadership, the authors argue, clarifies and enriches the conversation about leadership, accountability, and policy-making. Corporate Boards That Create Value gives corporate directors and all who care about governance a powerful tool for success.

  • “We have waited a long for a book which analyzes the roles of boards from first principles. The Policy Governance model fills that bill and thereby makes a fundamental contribution. For the first time, we are offered a fully integrated and coherent system of governance, a significant advance in management thinking, as near a universal theory of governance as we at present have.”–from the Foreword by Sir Adrian Cadbury

  • “Corporate Boards That Create Value fills a large need. This book sets forth a clear, convincing, and comprehensive framework for corporate governance. It is well written and leaves the reader with that most rewarding sensation-‘I’ve got it, I understand it, it’s right.’ A must-read.”–Robert A. G. Monks, founder of Institutional Investor Services and the investment fund LENS, and author of The New Global Investors

  • “Dr. Carver’s ideas-his Policy Governance model-on how boards should work makes an unparalleled contribution to this essential subject.”–Judith C. Hanratty, company secretary, board of directors, BP-Amoco, London

  • “John Carver and Caroline Oliver put forth a powerful and compelling process for board governance that indeed challenges our paradigms in today’s environment . . . . The absence of a governance model as described in this book is a significant failing of the boards of directors as a body.”–Earnest W. Deavenport, retired chairman and CEO, Eastman Chemical Company; past chairman, National Association of Manufacturers, American Chemical Council, and American Plastics Council

  • “Corporate Boards That Create Value is a hugely significant and timely addition to current thinking about governance systems for corporations. Carver and Oliver effectively reposition the board in relation to corporate owners and in relation to management, and enhance our understanding of the distinction between governance and management.”–Peter Dey, chairman of the Toronto Stock Exchange Committee on Corporate Governance in Canada and Partner of Osler, Hoskin & Harcourt LLP

  • “In this post-Enron era, directors will be forced to review their governance process and to search for alternative ways to better represent owners. Corporate Boards That Create Value is a must-read for those dedicated directors. Carver’s Policy Governance model focuses our directors on developing the ends for which our organization exists, while holding the CEO accountable through written policies for their accomplishment.”

  • –T. Wayne Whipple, CFA, executive director, New York Society of Security Analysts

John Carver is internationally known as the creator of the breakthrough in board leadership called the Policy Governance model and is the best-selling author of Boards ThatMake a Difference (1990, 1997, 2006). He is co-editor (with his wife, Miriam Carver) of the bimonthly periodical Board Leadership, author of over 180 articles published in nine countries, and author or co-author of six books. For over thirty years, he has worked internationally with governing boards, his principal practice being in the United States and Canada. Dr. Carver is an editorial review board member of Corporate Governance: An International Review, adjunct professor in the University of Georgia Institute for Nonprofit Organizations, and formerly adjunct professor in York University’s Schulich School of Business.

The author, Caroline Oliver is the general editor of The Policy Governance Fieldbook (1999) and a founder and current chair of the International Policy Governance Association. Oliver has worked with boards in the United States, Canada, and the U.K. and writes, speaks, and consults on governance across all sectors.

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