Corporate Boards

Written before the wave of financial scandals that hit the United States in 2001, this fairly compact book is still very relevant today. The only signs that it might be a bit dated: part three devoted to the “board of directors of the future,” which can be ignored without regret, and the fact that the supervisory responsibilities of the board with regard to company accounts are covered in less detail than in more recent publications. The authors review the typical missions of corporate boards and suggest potential ways to accomplish these missions as effectively as possible. Interesting descriptions can be found concerning CEO performance evaluation by the board (chapter 6), choosing the right governance model for the company (chapter 4) and board assessment procedures (chapter 7). It is also interesting to read the plea in chapter 9 in favor of operating companies not only in the interest of shareholders, but for all concerned stakeholders, including employees, strategic customers, etc.