In “4 in 1 an Obvious Theory of Directorship”, Andrew Donovan explores why in our age of “Google Governance”, improved Board performance still seems so far away.

Directors are trapped by answers to familiar little questions. What is the right role for the Board? What is the right structure and composition? What are the right processes? What is the right balance between long and short term? And more recently, what personalities make better Directors?

The last remaining question for Corporate Governance is why there has been devastatingly little progress, despite the surplus of answers and the conscientious efforts of regulators, exchanges, experts and Directors to improve Board performance.

 

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