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Constructive Engagement: Directors and Investors in Action Hardcover – 28 Sep 2005


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Hardcover, 28 Sep 2005
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Product details

  • Hardcover: 300 pages
  • Publisher: Gower Publishing Ltd (28 Sept. 2005)
  • Language: English
  • ISBN-10: 0566087111
  • ISBN-13: 978-0566087110
  • Product Dimensions: 17.8 x 3.2 x 24.8 cm
  • Average Customer Review: Be the first to review this item
  • Amazon Bestsellers Rank: 2,686,007 in Books (See Top 100 in Books)
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Product description

Review

This book is both realistic and forthright. ... you, personally, and the work described in this book have very much helped -- Keith Jones, CEO of Morley Fund Management

This book is thought-provoking, instructive and witty. It ... should be required reading for anyone involved in business. -- Lesley Stephenson, Governance, September 2005

Well done. I was stimulated ... your book is a valuable contribution -- Rob Margetts CBE - Chairman of BOC and of Legal & General

Synopsis

The relationships between investors, directors and companies have never been so vital, or so confusing. Gone are the days when being a non-executive director (NED) meant an agreeable lunch, and when CEOs wanted them to meet investors 'over my dead body'. Even the most admired companies can be engulfed in scandal, and the NEDs find themselves having to drive through fundamental changes. The corporate environment is full of pitfalls for unwary boards. And there are plenty of headline stories of directors who have failed to measure up. Equally, a high quality board which has the confidence of the investors is a major strategic asset: making better decisions, attracting better people and allowing bolder strategies to succeed with investor backing. Nicholas Beale uses research gathered from leading FTSE 100 chairmen, directors and investors to explore the changing roles and relationships of chairmen, executive and non-executive directors, and investors.

What emerges is a fascinating and instructive picture of constructive engagement; an approach that sees these companies (and the people behind them), each in their own way, address the challenges that are at the heart of global capitalism, and that have lead to the Higgs Review, Sarbanes-Oxley and other regulatory attempts to address corporate mismanagement. From discussions with over 100 leading practitioners, detailed studies of three leading companies, three leading investors and an extended case study on investor engagement at Royal Dutch Shell, the author draws a series of ideas and guidance for all of the parties involved. Sadly this book has come too late for the directors and investors of those companies that have crashed and burned. But for all others who are, or aspire to be, directors or significant investors in listed companies: read this book, learn the lessons it has to offer, and start adopting them in the organization(s) with which you work, and in the portfolios you develop.

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