Board of directors today are more confident in their knowledge of the companies they serve and more strategic in their approach than they were in 2011, according to the latest McKinsey global survey on governance. They say a greater portion of their boards’ time is now spent on strategy, while they are spending less time than before on Mergers and Acquisitions (M&A). The share of time spent on strategy is even greater at private-company boards than at public companies, which tend to spend more time on compliance. While directors now report a more complete knowledge of various company issues than they did before, they say their boards struggle to understand and make time to manage business risks—one of several areas where directors indicate room for further improvement. Another is the clear need for directors to spend more time on their role: the total number of days per year respondents say they spend on board work has not increased much since the previous survey. At boards where directors say their decisions and activities have a very high impact on company performance, though, respondents spend much more time in their role than others do. These directors also report using some best practices (such as resource allocation) that all respondents agree would most improve board performance. Question 1 With reference to any organisation of your choice that has experienced corporate governance challenges over the past years mainly emanating from board performance. Describe the main issues and critically discuss the solutions that should have been considered in improving board performance.
Board of directors today are more confident in their knowledge of the companies they serve and more strategic in
their approach than they were in 2011, according to the latest McKinsey global survey on governance. They say a
greater portion of their boards’ time is now spent on strategy, while they are spending less time than before on
Mergers and Acquisitions (M&A). The share of time spent on strategy is even greater at private-company boards than
at public companies, which tend to spend more time on compliance. While directors now report a more complete
knowledge of various company issues than they did before, they say their boards struggle to understand and make
time to manage business risks—one of several areas where directors indicate room for further improvement. Another
is the clear need for directors to spend more time on their role: the total number of days per year respondents say
they spend on board work has not increased much since the previous survey. At boards where directors say their
decisions and activities have a very high impact on company performance, though, respondents spend much more
time in their role than others do. These directors also report using some best practices (such as resource allocation)
that all respondents agree would most improve board performance.
Question 1
With reference to any organisation of your choice that has experienced corporate governance challenges over
the past years mainly emanating from board performance. Describe the main issues and critically discuss the
solutions that should have been considered in improving board performance.
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