{"product_id":"high-performance-boards-isbn-9781394220380","title":"High Performance Boards","description":"\u003cp\u003e\"Didier Cossin's \u003ci\u003eHigh Performance Boards\u003c\/i\u003e covers aspects of culture and organisational design that are foundational to any successful institution. This comprehensive study captures real-world insights on quality governance and effective leadership. It connects his four- pillar methodology for gauging and improving board effectiveness, learning from both failure and success and boardroom best practice. It is a valuable tool for present and future directors.\"\u003cbr\u003e—\u003cb\u003eMark Tucker, Group Chairman of HSBC Holdings plc\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"Recent developments in the financial services industry dramatically illustrate the intimate link between good governance and a company's success or failure, particularly in times of crisis. In his latest book, Didier Cossin sheds light on the design principles and practice that underpin good governance. A catchy and comprehensive textbook for those in charge!\"\u003cbr\u003e—\u003cb\u003eSergio Ermotti, Group CEO and President of the Executive Board of UBS AG\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eThe most up-to-date version of the gold standard in board governance\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIn the newly revised second edition of \u003ci\u003eHigh Performance Boards: A Practical Guide to Improving \u0026amp; Energizing your Governance,\u003c\/i\u003e author Didier Cossin delivers an incisive and practical roadmap to board governance best-practices. Accessible to professionals from a variety of backgrounds, the book lays out the foundational and advanced concepts you'll need to understand to effectively govern a for-profit firm, non-profit, or government entity.\u003c\/p\u003e \u003cp\u003eYou'll learn to manage risk, increase the impact of your board, consider and evaluate the importance of ESG metrics, take into account geopolitics, and supervise your organization's culture. You'll also discover:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eExtensive revisions to existing chapters, including new methods of cyber-risk management and stakeholder management\u003c\/li\u003e \u003cli\u003eStrategies for avoiding the common pitfall of ‘greenwashing’\u003c\/li\u003e \u003cli\u003eIncreasingly common new activism techniques undertaken by boards and investors to shape the behaviour of organizations\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eAn indispensable resource for board members and directors serving on boards at organizations of all kinds, \u003ci\u003eHigh Performance Boards\u003c\/i\u003e will also earn a place on the bookshelves of corporate lawyers, board secretaries, and students of corporate governance. For additional materials to the book, please see \u003cb\u003edidiercossin.com.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbout the Author xi\u003c\/p\u003e \u003cp\u003eAcknowledgements xiii\u003c\/p\u003e \u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I: The Four Pillars of Board Effectiveness 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eJoanne Marker and Board Service 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 The Four Pillars of Board Effectiveness 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe First Pillar: People Quality, Diversity, Focus, and Dedication 11\u003c\/p\u003e \u003cp\u003eThe Second Pillar: Information Architecture 13\u003c\/p\u003e \u003cp\u003eThe Third Pillar: Structures and Processes 14\u003c\/p\u003e \u003cp\u003eThe Fourth Pillar: Group Dynamics and Board Culture 16\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Governance Challenges around the World 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eScientific Lessons from Natural Selection 21\u003c\/p\u003e \u003cp\u003eWhat is Transformational Leadership? 22\u003c\/p\u003e \u003cp\u003eShould We Trust Leaders? 23\u003c\/p\u003e \u003cp\u003eThe Governance DNA 24\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 The Successful Director: Values and Character 27\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDuty of Care 29\u003c\/p\u003e \u003cp\u003eDuty of Loyalty 30\u003c\/p\u003e \u003cp\u003eDuty of Compliance (or Obedience) 31\u003c\/p\u003e \u003cp\u003eIntegrity: A Key Characteristic of Board Directors 31\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 The First Pillar: People Quality, Diversity, Focus, and Dedication 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eQuality and Diversity 35\u003c\/p\u003e \u003cp\u003eFocus 38\u003c\/p\u003e \u003cp\u003eDedication 39\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 The Second Pillar: Information Architecture 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow Complete is Your Information? 44\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 The Third Pillar: Board Structures and Processes 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProcesses 52\u003c\/p\u003e \u003cp\u003eCommittee Structure 53\u003c\/p\u003e \u003cp\u003eBoard Secretary 54\u003c\/p\u003e \u003cp\u003eLead Director or Vice Chair 54\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 The Fourth Pillar: Group Dynamics and Board Culture 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Group Dynamics 59\u003c\/p\u003e \u003cp\u003eCoalitions Within a Board are Inevitable – and they Feed into Politics 62\u003c\/p\u003e \u003cp\u003eBoards Fall into Traps 64\u003c\/p\u003e \u003cp\u003eDrawing Strength from the Board’s Potential 67\u003c\/p\u003e \u003cp\u003eDeveloping Self- awareness 68\u003c\/p\u003e \u003cp\u003eBoard Culture 69\u003c\/p\u003e \u003cp\u003eSummary Table to Part I: The Four Pillars of Board Effectiveness Toolkit 72\u003c\/p\u003e \u003cp\u003eChecklist on People Quality, Diversity, Dedication, and Focus 72\u003c\/p\u003e \u003cp\u003eChecklist on Information Architecture 73\u003c\/p\u003e \u003cp\u003eChecklist on Structures and Processes 73\u003c\/p\u003e \u003cp\u003eChecklist on Group Dynamics 75\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II: Board Failures and Challenges 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Four Areas of Board Failure 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Risks and Ensuring the Right Board Risk Philosophy 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 A Board Member’s Practical Guide to Risk Thinking 87\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Physical Health Check: Technical Risks 87\u003c\/p\u003e \u003cp\u003eThe Mental Health Check: Behaviours 93\u003c\/p\u003e \u003cp\u003eThe Strategic Risk Check 96\u003c\/p\u003e \u003cp\u003eThe Governance Risk Check 98\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Elements of Advanced Risk Techniques for Board Members: From Quants to Cyber 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Why and How of Quantitative Risk Assessment for Boards 102\u003c\/p\u003e \u003cp\u003eIntegration of Risks 105\u003c\/p\u003e \u003cp\u003eThe Outcome of Risk Assessment 105\u003c\/p\u003e \u003cp\u003eCyber Risk 107\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Crisis Management 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCrisis as a Turning Point 114\u003c\/p\u003e \u003cp\u003eThere is Work to be Done in Peaceful Times 114\u003c\/p\u003e \u003cp\u003eCommunication Principles 115\u003c\/p\u003e \u003cp\u003eAnother Powerful Weapon: Gathering Information 116\u003c\/p\u003e \u003cp\u003eA Crisis Will Shed Light on Boardroom Fissures 118\u003c\/p\u003e \u003cp\u003eProcedure vs Authenticity 119\u003c\/p\u003e \u003cp\u003eCommunicate Your Way to Rebuilding Trust 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 The Four Tiers of Conflicts of Interest 123\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTier-I Conflicts: Individual Directors vs Company 124\u003c\/p\u003e \u003cp\u003eTier-II Conflicts: Directors vs Stakeholders 126\u003c\/p\u003e \u003cp\u003eTier-III Conflicts: Stakeholders vs Other Stakeholders 132\u003c\/p\u003e \u003cp\u003eConflicts of Interest within a Group of Stakeholders 136\u003c\/p\u003e \u003cp\u003eTier-IV Conflicts: Company vs Society 137\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 High-level Fraud and Active Board Oversight 143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Does High-level Fraud Happen? 145\u003c\/p\u003e \u003cp\u003eHow to Create an Effective Oversight Environment 153\u003c\/p\u003e \u003cp\u003eTools for Anti-fraud Activities: Assessment, Prevention, Detection, and Investigation 159\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III: Board Leadership 165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eJoanne Marker and Board Values at Comfre 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 Board Leadership and Values 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eQuality Boards Live and Breathe Integrity 169\u003c\/p\u003e \u003cp\u003eWhich and Whose Values? 171\u003c\/p\u003e \u003cp\u003eBoard Values vs Organisational Values 173\u003c\/p\u003e \u003cp\u003eFamily Values in Business 174\u003c\/p\u003e \u003cp\u003e\u003cb\u003eA New Board Arena for Joanne Marker: Chairing the Board 175\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 Becoming the Chair 179\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Role of the Chair 179\u003c\/p\u003e \u003cp\u003eEffective Chairs are Active 181\u003c\/p\u003e \u003cp\u003eTransitioning into the Role of the Chair 182\u003c\/p\u003e \u003cp\u003eChairs as Transformational Leaders 185\u003c\/p\u003e \u003cp\u003eMaking the Right Decisions about Chairmanship Roles and Styles 187\u003c\/p\u003e \u003cp\u003eManaging the Transition 190\u003c\/p\u003e \u003cp\u003eLeaving a Lasting Organisational Impact as Board Chair 193\u003c\/p\u003e \u003cp\u003eAppendix 16A – Checklist: Board Chairs as Stewards 194\u003c\/p\u003e \u003cp\u003e\u003cb\u003eJoanne Marker Enters the Chair Arena 195\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 The Chair–CEO Relationship 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChair–CEO Dynamics – the Hallmarks of a Productive Relationship 198\u003c\/p\u003e \u003cp\u003eTests of the Chair–CEO Relationship 201\u003c\/p\u003e \u003cp\u003eThe Ideal Attributes of a Chair to be a Secure Base to the CEO 202\u003c\/p\u003e \u003cp\u003e\u003cb\u003eJoanne Marker Confronts Failing Board Culture 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18 The Board–Management Relationship 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSupervision 207\u003c\/p\u003e \u003cp\u003eSupport 209\u003c\/p\u003e \u003cp\u003eBlurring the Board–Management Relationship 209\u003c\/p\u003e \u003cp\u003eWriting Governance Codes is Easier than Changing Behaviours 211\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19 Effective Diversity 213\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDiversity is Good . . .  But Why; and When? 213\u003c\/p\u003e \u003cp\u003eDiversity as a Considered Choice 214\u003c\/p\u003e \u003cp\u003eWe Have Embraced Diversity . . .  Now What? 221\u003c\/p\u003e \u003cp\u003eThe Chair’s Role in Building and Nurturing Diversity 222\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20 Stewardship from the Board 225\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBuilding Upon a Rich Cross-disciplinary Legacy of Thought 227\u003c\/p\u003e \u003cp\u003ePsychological, Organisational, and Cultural Influences on Stewardship 227\u003c\/p\u003e \u003cp\u003eSteward Leaders Build on their Unique Strengths to Drive Stewardship 227\u003c\/p\u003e \u003cp\u003eSteward Leaders Deliver Long-lasting, Meaningful, and Inclusive Impact 228\u003c\/p\u003e \u003cp\u003eBecoming a Steward Leader: What it Takes 231\u003c\/p\u003e \u003cp\u003eStewardship Risks 231\u003c\/p\u003e \u003cp\u003eBoards are Key to Fostering Stewardship 232\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV: Board Best Practices 233\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21 The Board as a Strategic Asset 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFive Definitions of Strategy 236\u003c\/p\u003e \u003cp\u003eClarifying the Board’s Role 238\u003c\/p\u003e \u003cp\u003eTaking Context into the Mapping Process 241\u003c\/p\u003e \u003cp\u003eThe Impact of Context on Strategic Views and Roles of the Board 241\u003c\/p\u003e \u003cp\u003eThe Board’s Ultimate Strategic Significance 242\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22 Is the Board a Team? 245\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFundamentally, the Board is \u003ci\u003eNot\u003c\/i\u003e a Team 245\u003c\/p\u003e \u003cp\u003eBoards Must Allow for Controlled Instability and Dissent 246\u003c\/p\u003e \u003cp\u003eConvictions can be the Fuel in a Board’s Teamwork 247\u003c\/p\u003e \u003cp\u003eThe Overarching Objective is to Make Boards Cohesive and Potent 249\u003c\/p\u003e \u003cp\u003eWays to Nudge a Board up the Maturity and Potency Curve 250\u003c\/p\u003e \u003cp\u003eEffective Board Teams are Adept at Juggling Competing Priorities 254\u003c\/p\u003e \u003cp\u003ePotent Boards Know When to Converge and When to Diverge – and Value Both 254\u003c\/p\u003e \u003cp\u003eAppendix 22A: Characteristics of a potent board checklist 255\u003c\/p\u003e \u003cp\u003eAppendix 22B: Board members’ cultural and cross- cultural competences checklist 256\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23 A Primer on Finance Essentials for Directors 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReading Financial Reports 257\u003c\/p\u003e \u003cp\u003eUnderstanding Ratios to Analyse Operating Strategies 259\u003c\/p\u003e \u003cp\u003eInterpreting between the Lines of Financial Statements 261\u003c\/p\u003e \u003cp\u003eHow to Identify Red Flags in Financial Statements 262\u003c\/p\u003e \u003cp\u003eImplementing Desired Capital Structure 263\u003c\/p\u003e \u003cp\u003eUnderstanding Valuation Fundamentals 264\u003c\/p\u003e \u003cp\u003eMaking Better M\u0026amp;A Decisions 265\u003c\/p\u003e \u003cp\u003eOverseeing Risk 267\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24 The Intricacies of Subsidiary\/Holding Governance 271\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStructures 273\u003c\/p\u003e \u003cp\u003eCulture 275\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 25 Fostering Entrepreneurship from the Board 277\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e‘Best Practice’ Governance vs Entrepreneurship 278\u003c\/p\u003e \u003cp\u003eBoards Should Actively Encourage Entrepreneurship 278\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 26 The Board’s Oversight Framework for M\u0026amp;As 283\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCreating a Deal-making Mindset 284\u003c\/p\u003e \u003cp\u003eSeeing the Bigger Picture 285\u003c\/p\u003e \u003cp\u003eStaging Deals with Maximum Precision 285\u003c\/p\u003e \u003cp\u003eIntegration 290\u003c\/p\u003e \u003cp\u003eConfronting Litigation Involving M\u0026amp;As 291\u003c\/p\u003e \u003cp\u003eAcknowledgement 293\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 27 Boards and Oversight of KPIs 295\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKPIs are a Language – and are Indispensable for Boards 295\u003c\/p\u003e \u003cp\u003eKPIs Need to be Credible to be Useful 296\u003c\/p\u003e \u003cp\u003eZooming in on the KPIs that Matter – and that Tell a Story of How the Company Creates Value 297\u003c\/p\u003e \u003cp\u003eKPIs Should Measure What is Critical 297\u003c\/p\u003e \u003cp\u003eA Keen Focus on Value Creation 298\u003c\/p\u003e \u003cp\u003eKPIs Help Diminish Substantial Business Risks Linked to ESG 299\u003c\/p\u003e \u003cp\u003eKPIs and Human Capital 301\u003c\/p\u003e \u003cp\u003eA Dynamic Approach to KPIs 301\u003c\/p\u003e \u003cp\u003eHi-tech Display and Review of KPIs 302\u003c\/p\u003e \u003cp\u003eA Renaissance of the Balanced Scorecard 304\u003c\/p\u003e \u003cp\u003eKPIs for Board Members 304\u003c\/p\u003e \u003cp\u003eAppendix 27A 305\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 28 The Talent Pipeline 309\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Board’s Responsibility for Talent Management 309\u003c\/p\u003e \u003cp\u003eThe New Talent Dynamic: Culture, Values, Community 311\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 29 Human Capital Evolution for Boards 315\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBoard Responsibility for Human Capital 316\u003c\/p\u003e \u003cp\u003eGrowing Stakeholder Demands for HCM Disclosure 318\u003c\/p\u003e \u003cp\u003eCulture as the Safeguard of Long-term Value Creation 320\u003c\/p\u003e \u003cp\u003eStaying Current with Emerging Expectations of the World of Work 321\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 30 Boards and Social Media 323\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eJP Morgan’s Failed Foray into Twitter Q\u0026amp;A 324\u003c\/p\u003e \u003cp\u003eWhy Boards Should Understand Social Media 324\u003c\/p\u003e \u003cp\u003eWhat Boards Should Do 326\u003c\/p\u003e \u003cp\u003eAcknowledgement 330\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 31 Boards and Investors 331\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Move Toward Increasing Shareholder Engagement 332\u003c\/p\u003e \u003cp\u003eThe Surge in Shareholder Activism on Boards 334\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 32 Managing Stakeholders 337\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eShareholders vs Stakeholders: A Definition 337\u003c\/p\u003e \u003cp\u003eHow to Identify a Company’s Key Stakeholders 339\u003c\/p\u003e \u003cp\u003eThe Board can be Instrumental in Shaping the CEO–Stakeholders Conversation 340\u003c\/p\u003e \u003cp\u003eThe Process of Stakeholder Engagement 340\u003c\/p\u003e \u003cp\u003eAnticipating Stakeholders’ Influence and Impact 343\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 33 Board Oversight of Geopolitical Risks and Opportunities 347\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeopolitical and Geoeconomic Resilience has Moved to the Forefront of the Board’s Agenda 347\u003c\/p\u003e \u003cp\u003eGeopolitical Competence is Now a Muscle that Boards Must Develop 350\u003c\/p\u003e \u003cp\u003eA Toolkit for Addressing Geopolitics 354\u003c\/p\u003e \u003cp\u003eOverseeing Management’s Action in Tackling Geopolitical Risk 358\u003c\/p\u003e \u003cp\u003eAppendix 33A: Business dimensions affected by geopolitical risk 362\u003c\/p\u003e \u003cp\u003eAppendix 33B: Evaluating the board’s geopolitical competence 363\u003c\/p\u003e \u003cp\u003eAppendix 33C: Gauging management’s preparedness to handle geopolitical risks 363\u003c\/p\u003e \u003cp\u003eAppendix 33D: Overseeing management’s actions in dealing with geopolitical risks 364\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 34 ESG Oversight in the Boardroom 365\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCompliance with ESG Requirements 366\u003c\/p\u003e \u003cp\u003eESG Governance Oversight: Shifting from Compliance to Proactive Governance 367\u003c\/p\u003e \u003cp\u003eESG Metrics: Understanding which ESG Factors are Salient 370\u003c\/p\u003e \u003cp\u003eDisclosure Oversight: Managing the ESG Narrative 373\u003c\/p\u003e \u003cp\u003eAppendix 34A: ESG Questions for the board to reflect on 380\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 35 Assessing and Benchmarking Governance Performance 383\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHPB Director Survey 2012–2023 384\u003c\/p\u003e \u003cp\u003ePeople Quality, Diversity, Focus, and Dedication 385\u003c\/p\u003e \u003cp\u003eInformation: Designing Board Intelligence 389\u003c\/p\u003e \u003cp\u003eStructures and Processes: Architecting Governance Excellence 392\u003c\/p\u003e \u003cp\u003eGroup Dynamics and Culture 394\u003c\/p\u003e \u003cp\u003eConclusion: Orchestrating Governance Excellence 397\u003c\/p\u003e \u003cp\u003eConclusion 399\u003c\/p\u003e \u003cp\u003eIndex 401\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDidier Cossin, Lausanne, Switzerland\u003c\/b\u003e, is the founder and director of the IMD Global Board Center and the originator of the Four Pillars of Board Effectiveness methodology. In his work with boards, Professor Cossin helps them enhance organizational performance through strategy involvement, best-in-class decision making, enhancing board culture and general governance (including board restructurings). Professor Cossin is an advisor and\/or executive teacher with the United Nations, the central banks of several countries, ministries as well as sovereign wealth funds and supranational organizations (including the European Central Bank, IFC, IOC), the boards or executive committees of corporations, financial institutions and funds in Europe, Asia, the Americas, Africa and the Middle East. He has worked extensively with the oil and gas industry (Schlumberger, Shell, Sinopec, Saudi Aramco, Qatar Petroleum, and others) and the banking industry (HSBC, Bank of America, Goldman Sachs, ICBC and others), but also with many other industries, including media, luxury goods, retail, shipping, and asset management. He also advises some leading non-profit organizations (UNICEF, the Red Cross) on governance issues. Didier is a member of the Risk Who's Who Society, the American Finance Association, the Eastern Finance Association, and the European Finance Association.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIMD, Lausanne, Switzerland\u003c\/b\u003e, is an independent university institute with campuses in Lausanne and Singapore. For more than 75 years, IMD has been a pioneering force in developing leaders who transform organizations and contribute to society. IMD has been ranked in the top three of the FT's Executive Education Rankings (combined ranking for open \u0026amp; custom programs) since 2012. It has also been in the top four for 18 consecutive years.\u003cbr\u003eSince 2004, IMD has sustained the premier \"triple-crown\" of AACSB, European Foundation for Management Development EQUIS, and AMBA accreditations, and, in 2022, IMD earned Swiss institutional accreditation, confirming IMD's commitment to delivering the highest quality teaching, research and services.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989361443045,"sku":"NP9781394220380","price":45.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781394220380.jpg?v=1761783814","url":"https:\/\/k12savings.com\/es\/products\/high-performance-boards-isbn-9781394220380","provider":"K12savings","version":"1.0","type":"link"}