Diversity at the Head Table : Bringing Complementary Skills and Experiences to the Board

A well-functioning board of directors needs diversity of experience and perspectives. If everybody thinks the same, then there is no need for a board; one individual would suffice! Diversity for its own sake, however, is not an improvement in governance; what matters is the combination of complement...

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Bibliographische Detailangaben
1. Verfasser:	Argüden, Yılmaz
Format:	Buch
Sprache:	eng
Schlagworte:	ASSET MANAGEMENT ATTENTION BANKS BOARD MEETINGS BOARD MEMBER BOARD MEMBERS BOARD MEMBERSHIP BOARDS OF DIRECTORS BODY LANGUAGE CAPITAL MARKETS CHAIRMAN AND CEO COMPANY COMPANY DEVELOPING COMPETENCIES COMPETITORS CONFLICTS OF INTEREST CONSUMER BASE CORPORATE GOVERNANCE CORPORATE PERFORMANCE CORPORATION CORPORATIONS CUSTOMER BASE DECISION MAKING ECONOMIC CRISIS EMERGING MARKET EMERGING MARKETS FINANCIAL CRISIS FINANCIAL PERFORMANCE FOREIGN ASSETS FRAUD GENDER GLOBAL COMPACT GOOD GOVERNANCE GOVERNANCE INDEX HEDGE FUNDS INDIVIDUALS INTELLECTUAL PROPERTY INVESTMENT MANAGEMENT INVESTOR CONFIDENCE LEADERSHIP LEGAL FRAMEWORK LISTED COMPANIES MARKETING MODELING NEW MARKETS NEW PRODUCTS PRIVATE EQUITY PRIVATE EQUITY INVESTOR PRIVATE SECTOR REAL ASSET REGULATORY AGENCY REGULATORY ENVIRONMENT RISK MANAGEMENT SEES SHAREHOLDER SHAREHOLDERS SOCIETY STAKEHOLDER STAKEHOLDERS STOCK EXCHANGE SUPPLIERS THINKING TRACK RECORD TRADE ASSOCIATIONS TRANSPARENCY UNION UNIONS
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Beschreibung
Zusammenfassung:	A well-functioning board of directors needs diversity of experience and perspectives. If everybody thinks the same, then there is no need for a board; one individual would suffice! Diversity for its own sake, however, is not an improvement in governance; what matters is the combination of complementary skills and experiences that members bring to the table to better address the challenges the company is likely to face. This paper provides examples that help develop a better understanding of each type of diversity needed on boards. Author sees diversity as much more than gender or race-including such other factors as experience, nationality, age, and tenure on the board. He also sees the mix of people on boards changing, depending on the business scales and stages of business life cycles.