By John C. Shaw
Decision-making and company governance have consistently been very important features in an organization, yet by no means extra so than within the present post-Enron/Andersen company surroundings. This booklet acts as a framework for company officials and senior-level executives who have to redecorate their very own decision-making, threat, and governance tactics. The methods were effectively confirmed in a few best businesses, whose case reports are integrated within the book.
Offers brand new insurance of an more and more vital subject, mentioning a confirmed technique that attracts from top businesses and offers a composite of what to not do in response to businesses like Anderson and Enron.
Author very lively in convention circles, addressing hundreds of thousands in occasions.
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Extra info for Corporate Governance and Risk: A Systems Approach
The answer to my rhetorical question has two parts. 1 Essentially that body of knowledge focuses the enterprise on an inside-out customer perspective and on the value of the human resource; and second, I do not believe the traditional ways of managing risk are any longer sufﬁcient. Our thinking has progressed, and we now need to take risk management to a new level. Good management and the management of risk are two different concepts. This book will support the second part of the answer and provide a framework and process for implementing what I have come to call the Governance Model.
What I am trying to do is open up the aperture on your lens to take in more light, and enable you to view what you see in a broader frame. I am asking you to open up and consider another (not a substitute) way of looking at a problem. If you don’t like what you see, you can always go back to your original perspective. ” This challenge was painfully present as I attempted to apply the concepts of Systems Thinking to the subjects of governance and risk.
So, too, is our perspective. DOES OUR PERSPECTIVE MATTER? Does all of this discussion around perspective and “why things go wrong” matter? Do we have to throw out how we think about how things work and adopt a new, unfamiliar, perhaps even unproven point of view? qxd 6/30/03 9:28 AM Page 32 32 ESTABLISHING A PERSPECTIVE quick answer is no! A lot of what used to work still works. The assembly line and interchangeability of parts still work; organizations that divide and assign accountability and responsibility for tasks still work; breaking down a problem into its component parts still helps to solve the problem.