Cover image for Corporate boards that create value : governing company performance from the boardroom
Corporate boards that create value : governing company performance from the boardroom
Carver, John.
Personal Author:
First edition.
Publication Information:
San Francisco : Jossey-Bass, [2002]

Physical Description:
xxv, 201 pages : illustrations ; 24 cm.
Electronic Access:
Table of contents
Format :


Call Number
Material Type
Home Location
Item Holds
HD2745 .C3722 2002 Adult Non-Fiction Central Closed Stacks

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This book applies John Carver's highly successful Policy Governance(r) model to corporate boards. Carver and boardroom consultant Caroline Oliver explain the world's only conceptually coherent operating system for boards. This simple yet profound system clarifies roles, empowers directors and senior management alike, and makes accountability feasible to a previously unattainable degree. The authors suggest a redefinition and elevation of the value that boards should create and show how to apply the Policy Governance design to commanding company performance. Corporate Boards That Create Value gives corporate directors and all who care about governance a powerful tool for success.

Author Notes

John Carver is internationally known as creator of the breakthrough in board leadership called the Policy Governance model. He has worked with boards in the United States and Canada and on four other continents for over twenty years
Caroline Oliver is a founder and current chair of the International Policy Governance Association. Oliver has worked with boards in the United States, Canada, and the U.K. and writes, speaks, and consults on governance

Reviews 1

Publisher's Weekly Review

Here's a timely thought: corporate boards should govern their organizations, rather than simply condoning the antics of aggressive CEOs. While most corporate boards offer their company little more than a group designed to hire and support the CEO, Carver and Oliver outline a broader set of duties for a responsible, more effective board, including the practice of setting management expectations and evaluating performance. The essence of this book is contained in the case the authors make for a chief government officer to replace the traditional chairman position. The point is to create board leadership that lives much closer to the organization's management. Thus, instead of a gap between the CEO and the chairman, there would now be an overlap, which would give the board more governing relevance. Light reading this isn't, but for those serious about changing corporate governance (and who isn't after Enron?), this is an excellent resource. (Sept.) (c) Copyright PWxyz, LLC. All rights reserved

Table of Contents

Sir Adrian Cadbury
Forewordp. xiii
Introductionp. xix
1. The Value of Boardsp. 1
2. Designing the Board's Jobp. 9
3. Forging Group Leadershipp. 27
4. Connecting to Managementp. 45
5. Setting Expectations for Management Performancep. 59
6. Reporting Board and Management Performancep. 83
7. Maintaining the Gainsp. 101
8. Getting There from Herep. 113
A. Glossaryp. 123
B. The Case for a CGOp. 127
C. Chair and CEO: One Person or Two?p. 131
D. Inside Directorsp. 137
E. Sample Board Policies Under Policy Governancep. 141
F. Sample Monitoring Report Under Policy Governancep. 177
Notesp. 187
Acknowledgmentsp. 193
The Authorsp. 195
Indexp. 197