THE AUTHORS :
Daniel Bos Designer and publisher of multilingual assessment processes and software for boards, comex and codir
Blandine Cordier-Palasse : expert in board evaluation, director and executive search, compliance and governance
Leonardo Veneziani international researcher and intercultural consultant in systemic dynamics, strategies and leadership
Florence Zauderer International M&A/CSR legal advisor. Organisational consultancy and governance assessment.
Using the collective intelligence of a team to drive performance and sustainability
Faced with a new world as a result of digitisation, globalisation, CSR, ecosystems and even Covid 19, our companies are certainly having to change the tasks and responsibilities of their management, but also of their boards of directors. Until now, boards of directors have tended to be discreet and even secretive.
They now have to make fundamental changes to the way they operate. They also have to choose the objectives they want to achieve, not just for the company, but also for themselves. And yet, behind the name "consultancy", there are men and women who dedicate their skills, values and experience to the success of the company, over a period of time that is inevitably increasing.
The Council is a living team! As the key player in ensuring the company's long-term future, it is a team responsible for overseeing the dynamic implementation of these changes. In addition to this, there is also a search for new and innovative forms of performance.
This is one of the main reasons why we have written this book. We wanted to take a panoramic approach to the subject of governance, and for this book to be a compass for those who are wondering about the real and rapid transformation of boards.
Then, taking into account the constraints linked to the general interest, the way in which wealth is produced and shared are now an integral part of a company's mission and raison d'être. Faced with these challenges, the role of directors requires genuine professionalisation and a real diversity of board members. It also requires regular assessment meetings, which are the markers of their own performance.
BY WAY OF EXAMPLE, HERE ARE SOME WORDS FROM OUR WITNESSES:
Patrick BertrandChairman of Medef's Corporate Governance Committee, stresses above all that "governance is not a body of law, but a state of mind";
Béatrice Richez-BaumManaging Director of EcoDa, explains that "directors must be the bearers of meaning and clarity!
Jean DuforestThe entrepreneur and founding chairman of ID Kids goes on to explain that, when it comes to the longevity and transfer of family businesses, "You pass on what you are, not what you say".
Philippe Montignythe designer of the OECD's first certification system for anti-bribery schemes, introduces us to compliance, which, in his words, "stimulates innovation and speeds up the response to market expectations".
Caroline RuellanThe President of the Cercle des administrateurs, reminds us that "boards, which are still too often passive, must be an asset".
Pascal ColombaniHonorary Chairman of Valeo and director of numerous companies, highlights the importance of "corporate responsibility" and "the profound changes that absolutely must be taken into account these days... and whose importance, for many of them, in terms of individual and collective responsibility, is not measured".
Not forgetting the words of many others, such as Lucille Desjonquères, Patrick d'Humières and Sabrina Chikh, for example.
THE THEMES AND ISSUES ADDRESSED:
-Board roles and responsibilities
-Duties and powers of directors
-Logics of power, logics of action
-Training and information for directors
-The Board and management: interactions
-Assessing board performance
-CSR and stakeholders: the challenges of the future
-Compliance, supporting governance
-Diversity of directors: meaning and reality
-Shareholders and governance: games and issues
-Chairman or CEO: questions and challenges - The values of family businesses
