What form will future corporate
governance arrangements take and
who will be providing corporate leadership? How relevant will contemporary governance models and approaches be? Will there be evolution or a revolution in how directors are selected and developed and how boards are structured and operated? Should we take steps now to fast-track future leaders and prepare tomorrow’s directors? Should we undertake succession planning, or is the future too uncertain? Is a greater diversity of approach and more flexibility required? Should the emphasis be on renewal, enabling directors and others to grow as organizations move from one stage of development to the next, priorities change and new challenges and opportunities arise?
This paper will question the continuing relevance of recent and contemporary models of corporate governance. Its focus will be upon governance arrangements and, in particular, the corporate leadership provided by directors and boards. It will also consider the role that director and board development can play in helping a board and its members to remain current, relevant and vital as situations and circumstances change and cope with issues as and when they occur. It begins by questioning governance practices, such as the adoption of standard models and codes.
|
