sau khi thảm kịch 9 / 11. Không ai có thể dự báo khủng bố toàn cầu, nhưng những gì về dự đoán hậu quả từ những năm đi-đi của nền kinh tế mới, hoặc không công nhận tầm quan trọng của các kênh mới đang nổi lên? Không thể hội đồng đã nhắc nhở ban giám đốc của họ để xác định và xem xét những vấn đề này? | 6 Boards That Deliver after the 9 11 tragedy. No one could have foreseen global terrorism but what about anticipating the fallout from the go-go years of the New Economy or not recognizing the importance of emerging new channels Couldn t boards have prompted their managements to pinpoint and consider these issues in some cases boards have made costly mistakes. How about hiring a CEO from the outside who is a master of cost-cutting when the company needed a leader who could grow the business Or tying the CEO s incentives to the wrong goals Or approving a grand growth strategy with an unhealthy appetite for risk Most boards want to do the right thing whether it s complying with the new rules and there are a lot of them or contributing in substantive ways on matters of choosing the CEO compensating top management ensuring that the company has the right strategy and providing continuity of leadership and proper oversight. Their commitment and level of engagement marks a new stage in their evolution. The good news is that these boards are unlikely to commit the sins of omission that were common among the passive CEO-dominated boards just a few years ago. The bad news is that they are now vulnerable to committing sins of commission. That s because past board experience has not fully prepared directors and CEOs for the challenges they face today. Without clear guidelines to take them forward well-meaning boards such as Jim Doyle s can actually erode the vitality of the company and drain time and energy from the CEO. It s a real danger and companies truly suffer when this happens. To achieve their full potential boards must continue to evolve. They must make a conscious effort to go to the next level. The Evolution of Boards Boards began their evolution in the pre-Sarbanes-Oxley era of passivity. Back then they were Ceremonial boards because they existed only to perform their duties perfunctorily. Sarbanes-Oxley has driven many boards to a second evolutionary phase .
