The Center for Corporate Governance and Board Effectiveness is an independent and international center for understanding the complex dynamics among directors, executives and their shareholders. These complex dynamics and decision making practices are built on more than 15 years of academic and practical board experience, research and board education. In our experience taking the perspective of the individual (independent, non-executive) board member proves extremely effective to increase the board’s performance.
The Imtech case is about a Dutch listed company that tried a restart and failed at that restart.
A couple of spinning questions are in the case among which.
You can find the most important lessons learned in the latest selection of Living Cases on Corporate Governance of Martin Hilb featuring our insights on the Imtech company.
We provide specialized global programs on late-breaking governance issues with our US-based partner BoardWise. Directors can learn from seasoned, expert public company directors who have the knowledge and experience to keep directors in dynamic, high-growth companies current. We focus on maximizing the potential of the board of each company as well as the differences in management of companies in different countries.
In this masterclass for chartered accountants at Erasmus University Rotterdam prof. dr. van Eenennaam will discuss two of the most pressing subjects for chartered accountants nowadays: the ‘Tone at the Top’ and the changes in corporate governance, ‘Corporate Governance 3.0’.
In the five days the Advanced Corporate Strategy course comprises, one learjs to master concepts that go beyond the average. The course focuses on the two key areas of gaining strategic insight and dynamics of strategy. First, it addresses the foundations of strategic thinking, some of the fundamental insights from the strategies of successful companies, and the main elements and concepts of strategy. Furthermore, the course goes beyond the static view of strategy. It introduces the concepts of uncertainty, competitive actions and reactions and complex dynamics and discuss how these affect a company’s strategic landscape.