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More About This Title Governance in the Digital Age: A Guide for the Modern Corporate Board Director
English
A new edition of the #1 text in the human computer Interaction field!
This book seeks to chart the technology-fueled changes taking place in the field of corporate governance and describes the impact these changes are having on boards and the enterprises they govern. It also describes what the future could look like once companies truly embrace the power of technology to change governance.
Additionally, this book will provide a set of "suggested action steps" for companies and their boards focused on ways they can leverage technology tools to enhance governance immediately. Through a review of the latest governance research, interviews with key thought leaders, and case studies of enterprises that have embraced governance technology, readers will be armed with new insights and approaches they can take to enhance the work of their boards and senior leaders to reach new levels of performance.
- Explains how to use design and evaluation techniques for developing successful interactive technologies
- Demonstrates, through many examples, the cognitive, social and affective issues that underpin the design of these technologies
- Provides thought-provoking design dilemmas and interviews with expert designers and researchers
- Uses a strong pedagogical format to foster understanding and enjoyment
An accompanying website contains extensive additional teaching and learning material including slides for each chapter, comments on chapter activities, and a number of in-depth case studies written by researchers and designers.
English
BRIAN STAFFORD is the President and Chief Executive Officer of Diligent. Formerly, Stafford was a partner with McKinsey & Company, and is a graduate of the Wharton School of Business at the University of Pennsylvania.
DOTTIE SCHINDLINGER is Diligent's Vice President of Thought Leadership. She is a leading expert in the field who researches and writes on governance issues, and presents related topics frequently at industry conferences globally.
English
Acknowledgements 8
About the authors 9
Foreword
Introduction 11
What Does it Mean to Govern in the Digital Age? 11
Purpose & Focus of This Book 13
What’s In This Book and How to Use It 15
PART 1: GOVERNANCE PRACTICES IN THE DIGITAL AGE 20
Chapter 1: Ensuring Value Creation (Despite Volatiliy) 20
Embrace new ways of working together 22
Take value creation to committee(s) 26
Track the right metrics and trends 30
Chapter 2: Building a “Resilient” Board 38
Resilience through board infrastructure 39
Measure the right things 41
Use online tools for greater insights and candor 42
Encourage directors to continuously self-educate and improve 43
Resilience through board performance 44
Rethink meetings 44
Empower stronger decision-making year-round 46
Resilience through board composition 48
Use tools to mind the gaps ‒ and test assumptions 50
Explore new talent sources. 51
Focus on diversity’s advantages 52
Start building a resilient board now 54
Chapter 3: The Board’s Expanding Role in Managing Risk 57
Evaluate your board’s composition 58
Triage and track threats 61
Should your audit committee delegate cyber risk? 66
Be ready for anything (because it will probably happen) 68
Finding and cultivating the right people 70
Implementing the right processes 71
Chapter 4: Building Insights & “Just in Time” Strategies 77
Asking the right questions at the right time 78
Know what to ask 84
Get out and talk to people 89
Examine your board’s profile 94
Chapter 5: From Corporate Citizenship to “ESG” 98
Tracking data 99
Communicating transparently and responsively 103
Empowering board members as ESG ambassadors 105
Chapter 6: Directors and Personal Accountability 114
Playing by the rules 115
Playing well together 122
Preparation: Bringing your “A game” to the table 127
PART 2: FRAMEWORK FOR MODERN GOVERNANCE 134
Chapter 7: Board Behavioral Profiles – A Governance Roadmap for the Digital Age 134
A Suggested Framework for Board Behaviors 135
The Foundational Board 137
Foundational Board ‒ Description & Focus 137
Common Traits of Foundational Boards 138
Foundational Board Meetings & Processes 139
Tech & Tools in Use by Foundational Boards 141
Outcomes for Foundational Boards 142
Foundational Boards’ Key Drivers to Change 142
The Structural Board 143
Structural Board ‒ Description & Focus 143
Common Traits of Structural Boards 144
Structural Board Meetings & Processes 145
Tech & Tools in Use by Structural Boards 146
Outcomes for Structural Boards 147
Structural Boards’ Key Drivers to Change 148
The Catalyst Board 149
Catalyst Board ‒ Description & Focus 149
Common Traits of the Catalyst Board 151
Catalyst Board Meetings & Processes 151
Tech & Tools in Use by Catalyst Boards 152
Outcomes for Catalyst Boards 153
Catalyst Boards’ Key Drivers to Change 153
The Futuristic Board 155
The Futuristic Board ‒ Description & Focus 155
Common Traits of Futuristic Boards 156
Futuristic Board Meetings & Processes 157
Tech & Tools in Use by Futuristic Boards 158
Outcomes for Futuristic Boards 159
Futuristic Boards’ Key Drivers to Change 160
Chapter 8: Board “Behavioral Profiles” in Action 162
How Boards of Each Profile Approach Best Practice 162
Value Creation 162
Resilience 163
Risk Management 163
Strategy/Just-in-Time Insight 164
ESG 164
Personal Accountability 165
In Conclusion 166
Index
