The Ideal Board - the essential elements of a well-performing board
A properly functioning board is essential for a well performing organisation. Of course, there is no ‘one-size-fits-all’ as the skills, people and structure of each board will depend on the size, industry and culture of the organisation. As one person put it: “a good board is like a camel: it is hard to describe, but you know what it is when you see it”.
Criticaleye asked experienced non-executive directors and chairmen to describe the elusive ‘perfect’ board and what elements they consider essential for a well-performing board…
This article features commentary from:
Professor Sir Andrew Likierman, Dean, London Business School & Non-executive Director, Barclays plc Alan Giles, Non-executive Director, Rentokil Initial plc Mike Turner, Non-executive Chairman, Babcock International plc Anthony Fry, Non-executive Director,Dairy Crest Group plc Joe Darby, Non-executive Director, Premier Oil plc John Whybrow, Chairman, AZ Electronic Materials SA Andrew Dougal, Non-executive Director, Premier Farnell plc Sir Peter Mason, Senior Independent Director, BAE Systems plc Bernard Cragg, Criticaleye Associate & Senior Independent Director, Mothercare plc
Community articles are produced directly by and for the Criticaleye Community.
Associate Director, Harvard Law School Programs on Corporate Governance & Institutional Investors
Harvard Law School
Professor Extraordinaire; Chairman Centre For Corporate Governance in Africa
University of Stellenbosch Business School, South Africa