Corporate Governance Failure...

Compliance with Codes of Conduct & Regulation is helpful, but it's not going to save you from Corporate Governance Failure…

Do you Exercise Duty of Care, Duty of Good Faith and act in the Best Interests of the Company?

Have you ever subsequently learnt that the financial position of the company that would have alerted an ordinary prudent director to the real possibility that continuing to carry on the business of the company would have caused serious loss to the creditors, exposing the Board to pecuniary penalty and bad media?

Good Governance is about Actions not Intentions: - Populating Boards with the right Directors led by a high-performance chairman, all of whom have specific track records, competencies and mindsets to drive maximum long-term value.

This is an essential high-level roadmap for the implementation of a robust governance model.

Connecting the dots of underperformance in a new and comprehensive way, is a groundbreaking model that is far more effective for creating accountability, achieving high performance and developing the full potential of the company over the long term.

Marsh Governance Advice: - It’s vital to understand that it’s no longer acceptable to sit back and let others run the show. It is clearly established that even directors who are scarcely involved in governance of the company can still be held liable when financial difficulties eventuate.

Being alert, vigilant is best advice. Evaluate your position as a director – are you familiar with below the iceberg surface issues of the business?

Do you read (more importantly understand) financial accounts, fiduciary responsibility.

Do you attend every board meeting?

Do you regularly source more information pre-Board meeting to better understand risk versus value?

Do you take a key advocate role in strategic, risk and compliance decision-making? Have you taken bold actions addressing your capability gaps identified at the last Board assessment process?

Can you name & explain actions in progress addressing multi-stakeholder performance expectations? Outcomes, probability of happening, by when at what cost

If the answer to these is generally “No”, it may well be that you shouldn’t be a director at all!

I’m Doug Marsh. JP, Life Fellow NZIM, (Rtd) Fellow Inst. Directors, Wellington based Professional Chairman & Director, Inaugural President Business NZ and Hon.Consul. 

MY VISION: To see NZ Boards heralded internationally, as leaders of exemplary Good Governance practices, guaranteeing successful businesses - as an absolute

I will Stimulate, Energise Your Success...

Let’s talk email me: [email protected]

No Cost to Chat…

Cell: 027 493 6745