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Business history littered with scandals that have put the spotlight on corporate governance – Robert Maxwell, Barings and Andersen on one side of the Atlantic, Enron and WorldCom on the other. More recently, the global financial crisis brought about by the credit crunch has highlighted others. Yet again, directors and regulators and those involved in partnerships, family-owned business and not-for-profit organisations, together with stakeholders in the many different forms of enterprises, are asking: What is the role of a director? Should there be more, less or better regulation? How should remuneration of executives be set? To whom should directors be accountable?
Good governance is crucial to the well-being of organisations of every type and size. It is integral to management, and should be seen not as an obstacle but as an opportunity to work better, in the interests of everyone involved. It is something that should be deeply embedded in an organisation's culture, guiding principles and behaviour – simply sticking to the rules is not enough.
Rupert Merson, formerly a partner at BDO LLP, teaches at London Business School and has advised a wide range of entrepreneurs, organisations and partnerships. Drawing on his many years of experience and an in-depth understanding of the issues, Rules Are Not Enough is a lively, well-argued and practical guide to corporate governance and how to make it work in the real world.
About the Author
Rupert Merson is both a chartered accountant and a fellow of the Chartered Institute of Personnel and Development. He was a partner in BDO LLP for 15 years, where he advised organisations of all shapes, sizes and nationalities on 'the problems that arise in the gap between accountancy and human resources.' Rupert now leads his own consulting practice. He has advised companies on governance issues in the UK, Europe and the Middle East. Since 2001 he has been on the faculty of London Business School, where he teaches MBA electives on Managing Growth and New Venture Development. He has also delivered an MBA elective on New Business Ventures at INSTEAD in France. He has written four previous books on senior roles in owner-managed businesses: Owners, Managing Directors, Finance Directors and Non-executive Directors, all published by Profile Books.
Table of Contents
This book – and the usefulness of governance
Objectives
Sources of finance
People
Stakeholders
Rules and codes
Performance measurement and management
Values and culture
Transparency
Growth and complexity
Structures and power
Straight thinking about the future
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