Directors

Discusses the advantages and disadvantages of a diversified portfolio of CSR projects to increase engagement vis-a-vis a more focused approach that might achieve the critical mass to secure a more significant impact. As an illustration of the latter approach the case is put for a commitment to the elimination of leprosy.

The professional development activities designed solely by respecting the instructors and the trainers are mostly presented to fail to reflect the operations at schools of foreign languages. Hence, continuing professional development programs need to include the directors of the schools, and their preferences about the practices. To this end, the current study is of significance in terms of highlighting the opinions of the directors about CPD process in Turkey. The study was conducted at two state and two foundation universities through questionnaires and semi-structured interviews. Purposive sampling method was utilized while determining the participants of this research. Having filled in the questionnaires which include some statements about their educational background, personal preferences of CPD, and the operationalization of professional development process, four directors gave answers to some of these questions in an interview to explain critical points thoroughly. According to interpretations of the data gathered from the directors, it was concluded that the directors at state universities could not have equal chance to adopt and serve opportunities for the instructors compared with the foundation universities. Nevertheless, the directors whose educational background has been grounded to ELT were noted to be more successful in implementation of CPD events.

The risk of fraud and exposure to various scams and other forms of criminal activity are ever present. Directors and boards of companies that have been victims of hacking and fraud may be tempted to conceal what has happened in order to avoid damaging relationships with stakeholders that are built upon trust, but they should also recognise that sharing their experience and collaborating with law enforcement agencies may help collective responses.

Published as: Coulson-Thomas, Colin (2017), Fraud, Directors and the Board, Director Today, Vol. III, Issue V, May pp 55-57

Corporate groups form a large part of the EU economy, however this typical form of business organization is less regulated than any other part of corporate law and involves enormous complexities. The agency conflicts in corporate groups are more intricate than in an independent company and thus need special rules and regulations to deal with. Large number of jurisdictions regulate corporate groups with ordinary civil and company law principles, however some jurisdictions have adopted a separate body of group law. Although the discussion on regulation of corporate groups is going on for decades in the EU, very less has been achieved on the harmonization of laws governing the affairs of corporate groups. The management of the subsidiary company is the most vulnerable constituency in context of parent-subsidiary relationships. Directors of a subsidiary company owe duties towards all the stakeholders involved in the company, however these stakeholders have competing interests. The discharging of duties towards one side may expose them to liabilities towards the other side. They constantly face the dilemma of balancing among various competing interests of different stakeholders. Despite subsidiary’s directors critical position they are subject to the same duties and liabilities as directors of an independent company.  The position of the minority shareholders of a subsidiary company is weaker than that of the minority shareholders of an independent company. They can easily be exposed to the opportunistic behaviour of the controlling shareholder (the parent company). Frequent intragroup transactions makes it hard for the minority shareholders of the subsidiary company to judge the transparency and fairness of the related party transactions.  The creditors of the subsidiary company like all other constituencies also face heavier risks. All those acts, arrangements and transactions undertaken at the instructions of the parent company which are prejudicial to the interests of minority shareholders are equally harmful to the interests of the creditors. While voluntary creditors are in the position of before-hand bargaining, risk is shifted to the involuntary creditors without being given any opportunity for negotiations.  This thesis addresses the position of the directors, minority shareholders and creditors of the subsidiary company in group management under the German and English legal systems. While the German legal system contains a separate body of group law, the English legal system governs the group affairs through general civil and company law principles. A legal comparison is performed between the solutions provided for by the two legal systems addressing the problems associated with the governance of groups and group management.

The company is recognised by law as a person, but this person here is artificial,
incapable of running its affairs; therefore, the need of the Directors. Directors are very
important agents in the running and management of the company. The Director is defined
by Section 868 (1)1
to include any person occupying the position of director by whatever
name called; and includes any person in accordance with whose directions or instructions
the directors of the company are accustomed to act.
In managing the company, it is expected to be done in a lawful manner and where there
seem to be breach, the question arises as to whether the Directors can be personally
liable, or the company and if any liability lies, whether or not there is a relief from the
liabilities.

Almodóvar's personal and artistic development  has implied an ongoing growth of awareness  and first-person experience of a range of identities: ethnic, geographic, historical, cultural, professional, sexual and gender-related ... His films are witness to this endless questioning of multiple identities, of this  willingness to define himself and his cinema in the changing contexts of a forty-year-long career.
Parts 2 and 3 are also avilable at Academia.edu

Fotografa, regista, scrittrice, disegnatrice, spettatrice, pensatrice... più semplicemente: artista. Difficile chiudere in una sola definizione il percorso di Agnès Varda (1928-2019), una figura chiave della cultura contemporanea, una narratrice instancabile che ha saputo utilizzare in modo sempre personale e spesso sorprendente tutte le forme della comunicazione audiovisiva, iniziando alla fine degli anni Quaranta con la fotografia per poi inaugurare, superati i settant’anni, una felice carriera di artista visuale. In mezzo, tanto cinema, di finzione e documentario, dagli anni Cinquanta, quando debutta nel lungometraggio con La pointe courte (1955), definito da André Bazin “un vero miracolo”, fino all’anno della sua scomparsa, quando presenta al Festival di Berlino Varda par Agnès (2019), un viaggio personale nella propria avventura di cineasta, ideale chiusura di un percorso autobiografico che occupa l’ultima parte della sua carriera. Il successo “nouvelle vague” di Cleo dalle 5 alle 7 (1961) è solo la prima tappa di un cammino in cui, nel corso di più di sei decenni, Varda ha attraversato stagioni molto diverse tra loro, segnate da importanti cambiamenti tecnologici, culturali e linguistici, sempre intuendo il modo più fecondo di continuare e, insieme, rinnovare il proprio percorso artistico. E, soprattutto, senza mai smarrire quella stupefazione per la vita, la realtà, i luoghi e le persone che segna in modo costante la sua produzione.
Attraverso ventidue parole chiave – da America a Memoria, da Voce a Spiagge, da Cinema a Donne, da Autoritratto a Parigi... – il libro compone un ritratto di Varda, scritto e visivo, il più possibile esauriente e, insieme, aperto, mobile, stratificato: un ritratto in grado di dare conto della costellazione di passioni, curiosità, incontri ed esperimenti attraverso i quali Agnès Varda ha raccontato la realtà e, insieme, se stessa. Un pianeta umanissimo e gioioso, di cui resta ancora molto da esplorare.

My novel "The Templar’s Sword" (ISBN 978-618-84874-4-4) was published from Nikas publications in my country in Greek language.
I'm looking for a literary agent to promote my novel and get an agreed-upon commission on every contract that he books with abroad publishers.
Publishing rights will still belong to me.
EXCERPT FROM THE BOOK
My name in Hebrew means "Gift of God" or "God was generous". I served as a Knight Templar in the Kingdom of Jerusalem. I traveled to the ends of the earth; I met wizards and fairies, dwarves and elves, ladies and kings. With Templar's sword in my hand I fought the subterranean Nephilim, the troglodyte keepers, the Canines, the Reptilians, and scattered death in my path. I crossed the world of shadows and fear, where mortals do not dare to approach. I killed the Sleeping Dragon and I bathed in his blood. I have passed through the kingdom of Hades; I am invulnerable; I am almost immortal. I have in my possession the mighty ring of King Solomon. I can summon spirits, make exorcisms, and know what others are unaware of. I fight evil and injustice, not religions, dogmas and cultures. I loved and was loved with passion. I bear the title of "Guardian of the Treasures" of the Order of the Temple of Solomon. I am the former knight-monk John the Brave and I swore to serve the Light. I am a holy sinner and if you do not have a problem with it you can read all the memorabilia from my strange journey that starts from the Holy Land!

Does corporate governance as it is currently practised actually lead to sought after changes of behaviour?  ‘New leadership’ puts more emphasis upon the monitoring and achievement of results. It is less focussed upon planning and top-down approaches and more concerned with implementation and providing better support to key work-groups that deliver priority corporate objectives.

The ‘new leadership’ needed to fully exploit the findings of a five-year investigation undertaken by the author recognises the importance of providing people with better support in order to implement policies and strategy and deliver corporate objectives. It shifts the emphasis from motivating and managing people to helping them and making much more effective use of corporate know-how, and particularly of how best to do important activities, jobs and tasks.

The purpose of this paper i to determine which group-the managerial personnel or the directors of libraries-had a more extensive social network and were more eager to engage in cooperation, in other words-had the qualities believed to be important in managerial positions. Design/methodology/approach-The paper presents the results of research on the levels of individual social capital, as well as the social activity among librarians in 20 countries across the world, which are important for integration with the local community and development of library services. Findings-The research confirmed that library directors are more active than managerial personnel or line workers, although there were areas in which line workers and managers scored higher than directors. In some areas of civic activity, line workers and managers, rather than directors, led the way. Research limitations/implications-This is the first research into the social capital and social activity of the managerial personnel of libraries conducted on such a large scale-in 20 countries across the world. The electronic survey resulted in the total of 6,593 valid responses, which were analysed statistically. The one-way analysis of variance (ANOVA) statistics were calculated, and the chi-square test of independence and the Mann-Whitney U test were applied. The level of individual social capital was calculated on the basis of a resource generator-Questionnaire for the Measurement of Individual Social Capital (KPIKS). Originality/value-This is the first research into the social capital and social activity of the managerial personnel of libraries conducted on such a large scale-in 20 countries across the world. The electronic survey resulted in the total of 6,593 valid responses, which were analysed statistically. The one-way ANOVA statistics were calculated, and the chi-square test of independence and the Mann-Whitney U test were applied. The level of individual social capital was calculated on the basis of a resource generator-Questionnaire for the Measurement of Individual Social Capital (KPIKS).

This  study  evaluates  corporate  governance  issues  in  Nigerian  banks  and  their  degree  of compliance  with  the  various  corporate  governance  legislations  since  the  banking consolidation.  In  Nigeria,  a  survey,  by  the  Securities  and  Exchange  Commission  (SEC) reported  in  a  publication  in  April  2003,  showed  that  corporate  governance  was  at  a rudimentary  stage,  as  only  about  40  percent  of  quoted  companies,  including  banks,  had recognized  codes  of  corporate  governance  in  place.  Specifically  for  the  financial  sector,  poor corporate  governance  was  identified  as  one  of  the  major  factors  in  virtually  all  known instances  of  a  financial  institution’s  distress.  The  Central  Bank  unveiled  new  banking guidelines  to  consolidate  and  restructure  the  industry  through  mergers  and  acquisition;  this was  to  make  the  banks  more  competitive  and  able  to  operate  strongly  in  the  global  market. Unfortunately,  even  after  all  these  laudable  activities  of  the  Central  Bank;  the  Central  Bank has  disclosed  that  after  the  2006  consolidation,  there  have  been  741  reported  cases  of attempted  fraud  and  forgery  from  various  banks.  It  has  also  been  found  that  as  a  result  of  the financial  intermediation  roles  of  banks  in  an  economy,  the  public  has  a  very  high  degree  of sensitivity  to  any  problem  which  faces  the  bank;  thus,  corporate  governance  shortcomings have  a  direct  negative  effect  on  the  public.  This  study  has  analysed  critically  the  corporate governance  practice  and  culture  since  2006  banking  consolidation,  identified  the  challenges and  problems  facing  the  smooth  practice  of  a  sound  corporate  governance  culture  and  also, prescribed  certain recommendations and possible solutions to the challenges.

Board meeting agendas and the papers that directors receive relating to them can determine how effectively they discharge their legal and other duties and responsibilities and influence the areas which they may address and impact. How a board deals with climate change, digital transformation and/or other challenges and opportunities can reflect the extent to which, when, where and how they appear on board agendas, are covered in board papers and are dealt with in other information and support provided to board members.

Board agendas and related papers can be a source of power, or a cause of marginalisation and an indicator of irrelevance. They often shape outcomes and on some occasions they may determine success or failure. Board agendas and papers create an opportunity for particular areas to be considered. They may also exclude the discussion of other topics, unless their absence is questioned and remedied. Whether or not the potential they create will be realised can depend upon their relevance, whether directors have the time and inclination to register, read and think about them and how board members deal with them during their meetings.

Areas considered include setting board agendas, taking the collective temperature, the inter-relationship of agendas and papers, recognising and addressing boardroom games, the origin and purpose of board papers, information on unexpected events and existential crises, completing the picture, uncovering information and concerns, accessing and engaging key decision makers, and supporting the board and key stakeholders. Directors should seek assurance that stakeholders also have the information and support they need to act responsibly. They should also ensure a company’s people and its business and value chain partners are open, receptive and receive what they need to remain current and aware of what is happening in relation to corporate activities, stakeholder priorities and its operating context.

Although corporate governance challenges may be evaluated and explained using various theories, in the context of this article I intend to evaluate corporate governance challenges by relating it to live issues in a context specific environment. The paper explores Corporate Governance challenges in Nigeria. It assesses corporate governance challenges in the context of specific problems as it relates to Nigeria, and closes by proposing recommendations to the challenges discussed.

This is Part 3 of a three-part essay. Parts 1 and 2 are also available at Academia.edu
Almodóvar's personal and artistic development  has implied an ongoing growth of awareness  and first-person experience of a range of identities: ethnic, geographic, historical, cultural, professional, sexual and gender-related ... His films are witness to this endless questioning of multiple identities, of this  willingness to define himself and his cinema in the changing contexts of a forty-year-long career.

Boards have traditionally innovated and consciously and proactively introduced changes for positive reasons such as benefiting customers, attracting talent, gaining a competitive edge, cutting costs or increasing revenue, efficiency and/or profitability. More recently, inter-related challenges and related opportunities have arisen that in some cases could impact upon many or most activities of almost all companies and the communities and countries within which they operate. They affect business models, the context and environment within which companies operate, and the expectations of various stakeholders. For some people, they call into question the rationale and purpose of enterprise. Often they cannot be addressed in isolation. Effective responses may require collective and collaborative action while windows of opportunity still exist. Where the negative consequences of inaction rise exponentially with additional delay, continuity and ‘business as usual’ may cease to be viable longer-term options. There are a variety of questions directors and boards need to address in relation to the changing business context, sustainability and change, change and continuity, a global requirement for action, corporate governance for sustainability and future prospects. Published as: Coulson-Thomas, Colin (2019), Change, Continuity and Sustainability, Director Today, Vol. V Issue IX, pp 45-49

The findings of this report highlight a number of worrying trends in Irish plcs.  Only 41% of companies complied with the recommendations for separate audit, remuneration and nomination committees; 40% of companies do not have majority independent boards.  Board size averages 9.4 members, well below the UK average of 12-13 members.  This may breach the Higgs recommendations that boards should be of sufficient size and have an appropriate balance of skills and experience. 

The report shows that if the recommendations of the Higgs Report are implemented, many Irish listed companies will need to make considerable improvements for their boards to be judged fully independent.  The financial reporting council has adopted the Higgs recommendations (with some modifications) in a Combined, revised Code on Good Governance, which is effective from 1st November 2003.

Many individual non-executive directors failed to meet the criteria for independence for reasons such as previous association through business, auditing or family, years served without re-election or a history as former employees.  The report reveals that there remains confusion as to what criteria constitutes an independent director.  A number of firms also failed to disclose sufficient biographical information on directors. 

Inter-locking directorships where directors are sitting on each other’s boards however, are not as common as might be expected, with only six cases highlighted.

The research was carried out by Professor Niamh Brennan, Academic Director of the IoD Centre for Corporate Governance at UCD, (a joint venture between the IoD and University College Dublin) and Michael McDermott, a consultant and former MBA graduate from UCD.  It examined firstly the independence of boards of directors and board sub committees by analysing board compositions as disclosed in annual reports.  Secondly it considered the independence of individual non-executive directors by analysing disclosures in annual reports and applying determinants generally regarded as prerequisites for an independent director.

Thi is Part  2 of a three-part essay. Parts 1 and 3 are also available at Academia.edu
Almodóvar's personal and artistic development  has implied an ongoing growth of awareness  and first-person experience of a range of identities: ethnic, geographic, historical, cultural, professional, sexual and gender-related ... His films are witness to this endless questioning of multiple identities, of this  willingness to define himself and his cinema in the changing contexts of a forty-year-long career.

Chi non ri ricorda la gonna di Marilyn che si solleva sopra una grata della metropolitana? O Tony Curtis e Jack Lemmon travestiti da donna in A qualcuno piace caldo? Eppure, il regista di questi film non è altrettanto famoso di Hitchcock o Woody Allen. Nato in Europa ma trasferitosi presto a Hollywood, Billy Wilder ha diretto grandi classici di generi diversi, dal noir di La fiamma del peccato al dramma di Viale del tramonto, smascherando le ipocrisie  di tutta una società con un sottile gioco di apparenze ed allusioni ..
La Seconda parte è pure disponibile su Academia.edu

There was point in time where it was felt that the competition tends to make or break a company. What if I were to tell you that at times it’s the company that can make or break itself do to not want to understand the importance of Information Technology.  In this paper I make the case with respect to the importance as too why Information Technology and the Board of Directors understanding of it is so critical.  It is without the Boards Understanding of the need for Information Technology that a company or entire industry can find itself in one of two places… Out of Touch… or Out of Business.

La maturazione personale e artistica di Almodóvar è passata attraverso la continua presa di coscienza e l'esperienza in prima persona di una gamma di identità: etnica, geografica, storica, culturale, professionale, sessuale, di genere ... I suoi film sono la testimonianza di questa continua messa in discussione di identità plurime, di questa capacità e volontà di definirsi e definire il suo cinema nei contesti mutevoli di una carriera più che quarantennale.
La Prima e la Seconda parte sono pure disponibili su Academia.edu

Many of the most pressing challenges that face certain companies and mankind are unlikely to be addressed by incremental improvements to existing activities and excellence in the performance of them. In competitive and dynamic situations and where windows of opportunity may be limited, quick and front-line responses may be required. An existing business model should not be taken for granted.  Leaders need to ensure that people focus on what is important and, particularly what is important for customers and prospects. Leaders can focus on removing obstacles to creativity rather than determining individual outcomes. The focus of business leaders should be upon creating a culture of excellence and innovation and/or providing the conditions and performance support for people from a diversity of backgrounds and cultures to excel where it matters. The citation is: Coulson-Thomas, Colin (2016), Corporate Leadership, Business Innovation and Growth, Effective Executive, Vol. XIX No.2, June, pp 9-21

This study examines the differences between U.S. and International entrepreneurship centers. Several significant findings were noted. International centers teach significantly more students than U.S. centers, have a larger percentage of founders that are current directors, and are significantly more likely to be located at public universities. The findings also indicate that International centers have significantly more graduate programs in entrepreneurship. The study also discusses financial operations, problems encountered by directors, background and demographic characteristics of directors, internal and outreach programs and measures of success

La maturazione personale e artistica di Almodóvar è passata attraverso la continua presa di coscienza e l'esperienza in prima persona di una gamma di identità: etnica, geografica, storica, culturale, professionale, sessuale, di genere ... I suoi film sono la testimonianza di questa continua messa in discussione di identità plurime, di questa capacità e volontà di definirsi e definire il suo cinema nei contesti mutevoli di una carriera più che quarantennale.
La Seconda e Terza parte sono pure disponibili su Academia.edu

Who doesn't remember Marilyn's skirt floating over a subway grating? Or Tony Curtis and Jack Lemmon disguised as women in Some like it hot? And yet, the man who directed these movies is not as famous as Hitchcock or Woody Allen. Born in Europe but soon adopted by Hollywood, Billy Wilder directed several classics in different genres, from noir (Double Indemnity) to drama (Sunset Boulevard), exposing the hypocrisy and duplicity of a whole society through a subtle web of appearances and allusions ...
Part 2 is also available at Academia.edu
 

This article examines whether the field of entrepreneurship is becoming increasingly institutionalized by examining market trends, AACSB jobs, and salaries.  The findings indicate that the field is becoming increasingly institutionalized through market trends.  During 2014/15, there were 471 advertised positions and 163 candidates in Schools of Business and Management.  The number of tenure track positions (261) was significantly higher than the number of tenure track candidates (161) for a ratio of 1.62.  This is the highest ratio of tenure-track positions to candidates since 2005/06 (2.1).  Out of the 261 tenure track positions, 174 were at AACSB institutions.  The ratio of tenure track positions at AACSB schools per tenure track candidate was 1.08.  The study also looked at how average salaries at AACSB schools and found them to be competitive with other mainstream areas.  Average salaries were: Full Professors ($162,000), Associate Professor ($131,400), Assistant Professor ($113,600), Instructor ($85,800), and New Doctorates ($97,800).

DEVELOPING DIRECTORS
A handbook for building an effective boardroom team
Prof. Colin Coulson-Thomas
ISBN 978-1-872980-32-4

"Colin Coulson-Thomas' timely book "Developing Directors" provides the most authoritative and comprehensive guidance for director and boardroom development. It is particularly useful for chairmen, presidents, directors and all those who counsel, coach and support them in both the public and private sectors as well as voluntary organisations."

Dr Madhav Mehra, President, World Council for Corporate Governance

"Coulson-Thomas brings together apparently disparate strands into a convincing whole. He shows that the corporate journey need not be tedious, but instead stimulating and worthwhile, and yes, even fun."

Peter Waine, Chief Executive, Hanson Green

“‘Developing Directors’ with its guidance, exercises and checklists provides company chairmen, board directors and people who consult and train at board level with essential advice and practical tools for enhancing directorial contribution. Independent directors will find it a useful introduction to the world of company direction and a valuable guide to what they and colleagues can do to add more value.”

Ian Davies, Chairman, The Independent Director

Developing Directors is essential reading for chairmen and directors, consultants and trainers charged with the task of developing dynamic boardroom teams to lead the organizations of today. It draws upon the author’s extensive experience of working with directors and boards, is packed with exercises and checklists which have been specifically designed for boardroom participation, and provides practical advice on identifying and developing the qualities, competencies, and approaches needed for greater directorial contribution, board effectiveness and corporate success.

Prof. Colin Coulson-Thomas an experienced chairman of award winning companies has advised the boards of over 100 companies on how to improve board and/or corporate performance, reviewed the processes and practices for winning business of over 100 companies, and presented at over 200 national, international and corporate events in 35 countries. He is a member of the Board of Examiners of the UK Institute of Directors and the ACCA Governance and Risk Management Committee. He can be contacted by Tel: + 44 (0)1733 361149, Email: colinct@tiscali.co.uk or via:
http://www.coulson-thomas.com

‘Developing Directors, A handbook for building an effective boardroom team ’ (367 pages; ISBN 978-1-872980-32-4) is published by Policy Publications in association with Adaptation and available price £34.95 plus p&p (UK: £2.75; US: £3.85; Europe £6.15; Rest of World [Australia, Canada and South Africa]: £7.15)  from:
http://www.policypublications.com/developingdirectors.htm

Neste trabalho analisamos a organização do ensino na Universidade de Évora, fundada em 1559 e confiada aos padres da Companhia de Jesus, tendo como principal documento os Estatutos, que estiveram em vigor até 1759. Os Estatutos constituem um documento privilegiado para o estudo do ensino universitário, nomeadamente no que se refere à vida administrativa, ao plano de estudos e a outros aspetos da vida académica, como a utilização da biblioteca, os costumes dos estudantes, as festas, atos públicos e o intercâmbio internacional. Com a leitura e análise a um dos documentos mais relevantes da história da Universidade, pretendemos dar um contributo para a história do ensino universitário em Portugal e traçar a evolução da universidade durante os duzentos anos de ensino dos jesuítas.

This aim of the study corporate governance is a structure used to manage and direct the affairs of the corporate company in order to enhance its business prosperity and accountability with objective of achieving long term shareholder value in addition to taking the interests of other stakeholders into account. The purpose of the study to critically examine the mode of appointment of independent directors to boards under the companies Act 2013 and study the board culture. The main objectives of the study evaluate the functioning characteristics of independent directors by the socioeconomic characteristics of corporate stakeholders of public limited companies in Mumbai, Andheri region, ethical leadership quality of the independent investor's perception of the public limited companies. The present study comprises of both primary and secondary data. The Primary data is collected by conducting questionnaire based survey among the population of corporate investors of Public Limited Company in Andheri Region of Mumbai. The snowball sampling technique is used to select the sample respondents from the investor's population. The size of investors sample is fixed at 400. The statistical tools were used analyses percentage analysis, Correlation and ANNOVA. The concluded of the study the investors, it was understood that the independent directors were better in understanding of their role & responsibilities, worked well with others, possessed required business / industry knowledge, made available themselves when need, attended the board meetings regularly, devoted time to oversee company affairs, always alert and inquisitive, never hesitated to ask hard questions in board meeting, challenged management assumptions and had clear understanding of role & responsibilities of the board.

Recommendations by Prof Colin Coulson-Thomas delivered at the end of Day 2 of the 2020 Annual Directors' Conclave organised by India's Institute of Directors. The theme: of the 2020 conclave was "Re-imagining the Future of Business beyond 2020: A Strategic Foresight".

Many boards comply with corporate governance codes and ever more complex reporting requirements but fail to adopt practices that could increase their contribution and transform the prospects of their companies according to Prof. Colin Coulson-Thomas, author of Developing Directors. Speaking at the London Global Convention on Governance and Sustainability organised by the Institute of Directors of India he asked “What has happened to relevance, economy, simplicity, proportionality, adaptability, flexibility and diversity of board types and practices?”

Coulson-Thomas reflected on his involvement with boards before the adoption of governance codes: “Prior to committees of enquiry into corporate governance someone who supported boards and helped them to build businesses would encounter a rich diversity of board types and practices. People adopted or developed governance arrangements that matched their aspirations and the situations they were in and evolved as companies developed and board priorities changed. Failings tended to be an over-valuation of stock rather than a threat to the world's financial system.”

He continued: “In the pre-governance age many directors were modestly paid by today's standards. In the English speaking world there were united and unified boards. The focus was upon customers, challenges and opportunities in the marketplace, and the growth and development of the company. Directors and boards contributed to business success. They worked hard to help people build global businesses and their reward and source of satisfaction was the achievements of their companies.”

Following a succession of governance reports and codes the professor suggests “the current situation is very different. Irrespective of particular circumstances, stages of development and areas of operation, there is greater uniformity of board types and practices, as people comply with standard models and observe codes. Directors now receive massively higher remuneration packages as a result of remuneration committee policy of paying 'above average' or 'in the top quartile'.”

Coulson-Thomas finds: “Since our preoccupation with governance codes board membership is divided between executive and non-executive directors. The latter keep an eye on the former. The focus is often internal, upon compliance, the management and/or avoidance of risk, and contracts and insurance to protect the interests of directors.  Contemporary scandals and governance failures are on a much larger scale. Some have international implications. When directors are removed they often receive huge pay-offs. Few entrepreneurs ascribe their success to corporate governance.”

The Professor feels: “I  may have been fortunate to encounter so many competent and dedicated directors during the 1980s, but recent experience suggests that all is not rosy with corporate governance and that some re-assessment and critique of the current direction of travel is required. Vested interests have grown up around governance, reporting and regulation  Measures introduced for the best of motives can have unintended consequences and some aspects can be costly to implement. My investigations reveal affordable and cost-effective alternatives that can be adopted.”

Coulson-Thomas urges directors who are uncomfortable with the direction of travel to speak up: “When emphasizing teamwork we should not overlook individuals. Given the responsibilities of boards, individual directors, whether executive or independent directors, can make a significant contribution. With multiple challenges and opportunities in business, market and operating environments, the exercise of individual thought and judgement has never been more important. Individual directors speaking up to encourage, warn or challenge can and do make a difference.”

The London Global Convention “Boards to Lead: Effective Corporate Governance and Sustainability” was organised by the Institute of Directors of India. The four-day programme of events included a two day international conference that was held on 29th and 30th October at the Millennium Hotel Mayfair in Grosvenor Square, London W1. Coulson-Thomas delivered  a summary and overview of the convention  during the concluding and plenary valedictory session on Thursday 30th October. He can be contacted via: http://www.coulson-thomas.com/

Prof. Colin Coulson-Thomas, a member of the business school team at the University of Greenwich, holds a portfolio of board, public and academic appointments and has helped companies in over 40 countries to improve board and corporate performance. Author of over 50 books and reports, including Developing Directors, a handbook for building an effective boardroom team, Colin has held professorial appointments in Europe, North and South America, the Middle East, India and China. His book Developing Directors and his other recent books and reports are available from Policy Publications: http://www.policypublications.com/

Managers play a key role in the restructuring and transformation of economic structures in transitional countries. It is, therefore, not surprising that they are at the centre of attention for experts and others as well. This paper describes the results of two studies conducted in 1998 and 2003 regarding the values governing the life, work and leadership styles of managers. Special attention was paid to the shifts in values that occurred in the five-year period between the two studies, and to demonstrating the correlation between an individual's values and his/her leadership style.

Presentations and discussion at the 16th Global Convention on Governance and Sustainability suggests a desire of the corporate leaders present to put a higher priority upon better addressing the requirements of stakeholders other than shareholders. Achieving this might require changes of corporate purpose, governance arrangements and leadership criteria. Recent investigations of adoptions of performance support suggest that it is possible to simultaneously deliver multiple objectives and deliver benefits to a wider range of stakeholders as well as furthering the interests of shareholders. Revised corporate ends could be matched by developments in the means to achieve them. This raises the possibility of businesses, regulators, governments and public bodies working more closely together to pursue shared aims and create economies and build companies that increasingly work for all rather than just the few. Such a shift of emphasis could help to dispel cynicism and reduce mistrust  of business leaders and usher in a new era of collaborative capitalism.

Theme paper for the Dubai Global Convention 2016 and 26th World Congress for Business Excellence & Innovation which raises questions about the nature and meaning of contemporary leadership and business excellence in relation to creativity, innovation, digital applications and entrepreneurship against the background of the changing nature of production and organisation. Published as: Coulson-Thomas, Colin (2016), [Theme Paper] Dubai Global Convention 2016: 26th World Congress for Business Excellence & Innovation, www.iodonline.com, New Delhi, Institute of Directors (India), [http://iodonline.com/images/dubai2016/empowering-boards-to-become-instruments-of-innovation-and-excellence-2016.pdf] 28th March

A book in the Henley Management Series

Provides an overview of several surveys of directors and boards undertaken by Prof. Colin Coulson-Thomas

A more recent book by the author in this area is:

DEVELOPING DIRECTORS
A handbook for building an effective boardroom team

Author: Prof. Colin Coulson-Thomas

ISBN 978-1-872980-32-4
"Colin Coulson-Thomas' timely book "Developing Directors" provides the most authoritative and comprehensive guidance for director and boardroom development. It is particularly useful for chairmen, presidents, directors and all those who counsel, coach and support them in both the public and private sectors as well as voluntary organisations."

Dr Madhav Mehra, President, World Council for Corporate Governance

"Coulson-Thomas brings together apparently disparate strands into a convincing whole. He shows that the corporate journey need not be tedious, but instead stimulating and worthwhile, and yes, even fun."

Peter Waine, Chief Executive, Hanson Green

“‘Developing Directors’ with its guidance, exercises and checklists provides company chairmen, board directors and people who consult and train at board level with essential advice and practical tools for enhancing directorial contribution. Independent directors will find it a useful introduction to the world of company direction and a valuable guide to what they and colleagues can do to add more value.”

Ian Davies, Chairman, The Independent Director

Developing Directors is essential reading for chairmen and directors, consultants and trainers charged with the task of developing dynamic boardroom teams to lead the organizations of today. It draws upon the author’s extensive experience of working with directors and boards, is packed with exercises and checklists which have been specifically designed for boardroom participation, and provides practical advice on identifying and developing the qualities, competencies, and approaches needed for greater directorial contribution, board effectiveness and corporate success.