Corporate Governance and Global Board Best Practices

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Corporate Governance and Global Board Best Practices

  1. 1. Global Board Best Practice Andrew Kakabadse Professor of International Management Development Cranfield School of Management
  2. 2. May 2011 © A. P. Kakabadse Recognise fundamental divisions exist within their top team concerning the future • 20% NHS Top Team • 21% NHS Board • 20% Sweden • 23% Japan • 25% Finland • 30% U.K. • 31% Austria • 32% Germany • 33% China • 39% France • 39% USA • 40% Spain • 42% Hong Kong • 48% Ireland • 56% Australian Public Service Strategic Alignment Visioning – Top Team Global Board Best Practice Page 2
  3. 3. May 2011 © A. P. Kakabadse Page 3 Strategic Alignment  36% France  47% UK  49% Finland  50% Sweden  58% Hong Kong  61% Germany  62% USA  63% Spain  66% Australian Public Service  67% Austria  68% Ireland  66% NHS Board  70% NHS Top Team  77% Japan  80% China Believe there are issues which should be discussed but are too sensitive to be discussed in the top team and are NOT Dialogue – Top Team Global Board Best Practice
  4. 4. May 2011 © A. P. Kakabadse Page 4 Strategic Alignment Top Team • The greater the problem, the greater the pain • The greater the pain, the greater the insight • The greater the insight, the greater the paralysis • Only one third of Top Teams are ALIGNED Global Board Best Practice
  5. 5. May 2011 © A. P. Kakabadse Download Full Presentation File Here:- http://community.mile.org/index.php/downloads/file/3 0-corporate-governance-and-global-board-best- practices-professor-andrew-kakabadse-cranfield- school-of-management Page 5 Global Board Practice

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