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Wednesday, November 08, 2006

Write to Jack Welch & Suzy Welch at editor@businessandeconomy.org

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But there was another boss too, board chairwoman Patty Dunn, who was reaching out to some employees with her own agenda and deploying company resources. Thus HP was being run by two leaders, a dynamic that can easily lead to confusion or, worse, employees shopping around for the answer they like best. Ironically, while this was going on in early 2006, a respected national rating service awarded HP one of the best governance scores in the high-tech industry. Dunn herself was asked to give a keynote speech at a conference about governance best practices.

But the situation at HP was untenable. A board’s job is not to micromanage a company; they just don’t have the time. Yes, a board should have a lead director to pull the members together and create an independent voice. But a lead director is not an alternative CEO. Instead the board, united by the lead director, has one key role: It should use its collective wisdom, judgement & common sense to pick the CEO and provide him/her with constructive challenges, insight & support.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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