Digitizing Boardroom: The Multifaceted Aspects of Digital Ready Boards, Volume 7

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Modern corporate boards play significant roles in guiding businesses toward the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity and Velocity of the Digital Era, the directorship in any organization must have agility to adapt to changes, and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. If a Board is to fulfill its fiduciary responsibilities to its stakeholders, it needs to take a professional and systematic approach for assessing strategy, prioritizing agendas, advising changes, overseeing risks and keeping track of business performance via efficient tools. BoDs perhaps do not always participate in developing business strategy, but the Board needs to determine suitability, adequacy, viability, and sustainability of the organization in advance. Chapter 1 The Digital Themes of Boardrooms: With many organizations and the society as a whole reach the inflection point of digital transformation, the modern corporate board as one of the top governance bodies plays a crucial role in setting business leadership tones and driving the organization’s digital transformation. A professional digital board is not only about filling with cool-headed, high-professional and high-intelligent BoDs, but also about tuning the structured process to digitize itself, optimize decision-making capacity, inspire innovation, and improve its overall effectiveness, agility, and maturity. Chapter 2 A Strategic Board: The board plays a critical role in overseeing business strategies, it is important to keep the board strategically focused. Also, the board as the top leadership team advises business strategies, it doesn’t always mean the Board itself is being strategic enough. The board represents the ownership and they really cannot do a good job if they don't have the knowledge to challenge and set the broad strategic goals. They need to educate themselves by hearing different views about the organization, its environment & digital ecosystem, strategic alternatives and develop a clear vision on how to move the business forward. Chapter 3 A Performance-driven Board: Corporate Performance Management (CPM) has many descriptors and understandings globally. However, there is universal agreement that best practice performance management frameworks should inform the board, management, staff and key stakeholders on the performance of the organization in delivering services or programs efficiently, in achieving organizational outcomes effectively and in making the progress towards achieving sustainability effortlessly. There is no question that performance is the priority for boards. Many boards think that the role of the individual director is conformance, which has the result to stifle probing questions and natural tensions that allow for good decision-making. There is no doubt that the board only fulfills its role to shareholders and the management team when it is focused on performance. To some degree, conformance is inherent within the value-driven performance. Chapter 4 An Innovative Board: The Board of Directors are interactive change agents that represent the organization, stockholders, and senior management. No longer are boards sitting in a room and just voting on various policies. It is one of the requirements of the Board members to participate, or even lead, in constantly suggesting areas of innovation since their vistas are likely to be wider, and also because the Board should be highly accountable for strategies for the future of the company. The board plays a crucial role in management innovation as well. Management innovation means to accelerate innovation at the multitude of levels, to create the space for dialogue and debate about why it is important for their organization, developing a common understanding of it, creating the necessity and motivation for it. It also needs to align innovation strategy
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Additional Information

Publisher
BookBaby
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Published on
Aug 23, 2016
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Pages
200
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ISBN
9781483578835
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Language
English
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Genres
Business & Economics / Corporate Governance
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Content Protection
This content is DRM free.
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Available on Android devices
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Eligible for Family Library

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"Board cronyism" has run rampant for too long. The playing field must be leveled so board seats are obtainable to a wider, richly qualified, more diverse range of talent. To remain competitive and profitable, our corporations and free enterprise system depend on it. In their June 2011 Harvard Business Review article "Defend Your Research: What Makes a Team Smarter? More Women," Anita Woolley and Thomas W. Malone wrote: "There's little correlation between a group's collective intelligence and IQs of its individual members. But if a group includes more women, its collective intelligence rises." The authors and their assistants had given standard intelligence tests to subjects between 18 and 60 years old. Each team was asked to solve one complex problem along with completing such tasks as brainstorming, visual puzzles, and decision-making exercises. "Teams were given intelligence scores based on their performance. Though the teams that had members with higher IQs didn't earn much higher scores, those that had more women did." So female and male readers listen up. While corporate board seats are scarce, competition is fierce and director turnover is low, here's something to celebrate: Unlike the past when boards often interviewed just one person whom they knew, many boards are now interviewing several candidates. This means, according to the Spencer Stuart U.S. Board Index 2014, more first-time directors---39 percent of newly seated directors are serving for the first time---and people with different experience are being invited to the process. And the 2014 National Association of Public Company Governance Survey confirms that 23 percent of all new directors are division/subsidiary presidents and other line and functional leaders. This is almost double their representation a decade ago. So you don't have to sit passively just wishing and hoping. You can take action. In fact, the "right" initiatives can immeasurably increase your odds of earning a seat. (This book is full of folks who have done just that!) Here's the tricky part, however: Joining a corporate board is generally by invitation only. (Sometimes board recruiters build the candidate list, but many times the board works independently.) Although the landscape is changing, direct solicitation is still considered taboo. Consequently, your actions should be carefully choreographed so that the board finds you and determines that you are the are the most qualified candidate for the seat. You'll want to rely on your sponsors and supporters to do the initial canvassing for you. If this sounds mysterious and murky, or downright implausible, hang on! In this book, I bring together my branding and marketing experience and my thirteen-years-and-counting corporate board experience. It's the interweaving of these two distinct sets of qualifications that enables me to help you blaze your trail to a corporate board seat. The earlier you get familiar with the world of corporate boards, the more productive your journey will be. Refer to the resources at the back of this book and take to heart the "Tools for the Journey" summary I provide at the end of every chapter. Ready to turn your ambition into action and become a corporate board director? Read this book. Your someday starts now.
We are moving to the deep, deep digital dynamic, hopefully, we are also moving from the Industrial Age to the Digital Era with the abundance of wisdom slowly and steadily. The purpose of Digital Valley - Five Pearls of Wisdom to Make Profound Influence is to guide digital leaders and professionals to understand the multidimensional digital wisdom in making fair judgments and sound decisions on the daily basis, also, inspire them to make a profound positive influence on both professional career and personal life. If knowledge is concrete, intelligence is contextual, and then wisdom is abstract and wider, with the following dimensions: Chapter 1 Creative wisdom: Creativity is a higher level of thinking which could leads to wisdom because it often imposes a higher cognitive load as you think 'harder' and consciously use different kinds of thought processes and thinking tools like association, perspective shifting, opposites etc., when you are wanting to come up with a creative solution to a challenge. A certain mental, psychological and conditional chemistry is needed to break-away from thoughts that others have thought about. So creativity appears to be beyond the conventional thinking - where you have left the confines of other people's thoughts. Creativity is context - dependent, so it could mean a type of contextual intelligence. Chapter 2 Strategic wisdom: Strategic Thinking is the ability to think on a temporal plane. Strategic Thinking is about where you are, where you want to be, identify the gap and create the alternate approaches to anticipate and provide solutions. Strategic Thinking is more about making decisions directly towards achieving defined outcomes as a purposive activity, so it is the “keep the end in mind” thought process. It is the wisdom because the strategy is often the guide and roadmap to navigate us toward the right direction. Chapter 3 System Wisdom: Systems Thinking is a way of understanding complexity. Systems Thinking by definition is a cognitive thinking process, a profound thinking process to embrace holism and nonlinearity. Systems Thinking is a type of synthetic thinking with a complex mix of several components, typically it includes: Dynamic Thinking (positioning your issue as part of a pattern of behavior that has developed over time); Scientific Thinking (using models to test hypotheses and discard falsehoods, not just to ascertain ‘the truth’); Cause-effective Thinking (constructing a model to explain how the problem behavior arises); ‘Forest’ Thinking (seeing the ‘big picture’ and taking a more holistic view of that system); Analytical Thinking (analyzing how things actually work, the cause and effect relationships), and Quantitative’ Thinking: (quantifying not just the hard data but also the soft variables that are operating in the system). Chapter 4 Decision wisdom: The majority of leaders and professional spend a significant amount of time on making large or small decisions in the work and life. It takes wisdom (and often collective wisdom) to make effective decisions. There is fuzziness in the decision because there is fuzziness in conflicting criteria. At the digital era, making data-based decisions means to leverage analytical thinking , advanced analytic tools, the human’s intuition, and add the “wisdom” in the decision process to improve the overall effectiveness of decision making. Chapter 5 Culture wisdom: The definition of culture is “the mindsets, attitudes, feelings, values and behaviors that characterize and inform a group and its members.” From business perspective, culture is the way how we think and do things around here, it is the collective mindset; with the trend of digitalization and globalization, culture wisdom is the type of intelligence for tolerance of ambiguity, a set of capabilities for cultural cognition, learning agility, handling complexity, communicating virtually, and working across cultures with flexibility. Therefore, culture intelligence becom
The dramatic inside story of the downfall of Michael Eisner—Disney Chairman and CEO—and the scandals that drove America’s best-known entertainment company to civil war.

“When You Wish Upon a Star,” “Whistle While You Work,” “The Happiest Place on Earth”—these are lyrics indelibly linked to Disney, one of the most admired and best-known companies in the world. So when Roy Disney, chairman of Walt Disney Animation and nephew of founder Walt Disney, abruptly resigned in November 2003 and declared war on chairman and chief executive Michael Eisner, he sent shock waves through the entertainment industry, corporate boardrooms, theme parks, and living rooms around the world—everywhere Disney does business and its products are cherished.

Drawing on unprecedented access to both Eisner and Roy Disney, current and former Disney executives and board members, as well as thousands of pages of never-before-seen letters, memos, transcripts, and other documents, James B. Stewart gets to the bottom of mysteries that have enveloped Disney for years: What really caused the rupture with studio chairman Jeffrey Katzenberg, a man who once regarded Eisner as a father but who became his fiercest rival? How could Eisner have so misjudged Michael Ovitz, a man who was not only “the most powerful man in Hollywood” but also his friend, whom he appointed as Disney president and immediately wanted to fire? What caused the break between Eisner and Pixar chairman Steve Jobs, and why did Pixar abruptly abandon its partnership with Disney? Why did Eisner so mistrust Roy Disney that he assigned Disney company executives to spy on him? How did Eisner control the Disney board for so long, and what really happened in the fateful board meeting in September 2004, when Eisner played his last cards?

DisneyWar is an enthralling tale of one of America’s most powerful media and entertainment companies, the people who control it, and those trying to overthrow them. It tells a story that—in its sudden twists, vivid, larger-than-life characters, and thrilling climax—might itself have been the subject of a Disney classic—except that it’s all true.
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