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​This book deals with a much understudied and poorly understood aspect of business: the role of owners and boards in value creation. While there is abundant guidance on value creation for publicly listed firms and their managers, the role played by owners, and their corporate directors, in value creation and governance has been overlooked. This book aims to fill that gap. • The first part deals with the mission, and the values and rules pertaining to the governance of the business. These structural elements are fundamental for owners to get right as they pave the way to value creation, or its opposite. They refer to “WHAT” owners have to do. Another element is the formation of the three boards that govern owner-led firms: the owners board, the board of directors, and the management board. • The second part addresses the relational elements that owners must master to effectively manage the social and emotional dynamics in their enterprise. It deals with the “HOW” of ownership, namely the leadership process that lies at the heart of board work. This process ensures alignment across the three boards and also with stakeholders that is vital to realizing owners’ value creating aims. • Thirdly, the book explores the histories, defining experiences, and talents that define owners and shape their enterprise. It concerns the “WHOM,” namely the identities of owners. It explores the diversity of ownership styles and identifies the critical personal transitions owners must make in their leadership quest. This book offers a practical guide for business aiming for value creation. It also should be of interest to directors and executives of all firms with identifiable ownership, such as entrepreneurial, family, state-owned and private equity firms.
What is the role of boards in corporate governance? How should they be structured in order to maximize value creation? This 2007 book looks at the role of boards in a variety of different countries and contexts, from small and medium-sized enterprises to large corporations. It explores the working style of boards and how they can best achieve their task expectations. Board effectiveness and value creation are shown to be the results of interactions between owners, managers, board members and other actors. Board behaviour is thus seen to be a result of strategizing, norms, board leadership, and the decision-making culture within the boardroom. Combining value creation, behavioural and ethical approaches to the study of boards, this work offers a systematic framework which will be of value to graduate students and researchers in the field of corporate social responsibility and business ethics.
“Hampshire's book is aimed at the lay reader and its pages are peppered with practical advice and illustrative case studies” – Irish Times Business leaders are often too busy to familiarise themselves with the benefits and risks of technical undertakings such as new IT plans or changing digital platforms. Yet, if managed effectively, such initiatives can result in huge returns. Creating Value Through Technology provides CEOs, business owners and directors with a clear and accessible guide to the most prominent and profitable technologies that are available, allowing them to confidently implement and sustain new tech strategies. Different elements of the value chain can be supported and enhanced by different technologies – so it's important to understand how investments in tech can drive revenue growth, profitability and the valuation of a business. In this informative yet approachable book, Andrew Hampshire draws upon years of experience and an array of case studies to assess the potentiality and feasibility of different technologies in creating value based on a business's overall strategy. Andrew's book is centred around the basic levers of shareholder value creation: revenue growth, earnings growth and cash generation alongside the multiples used to value businesses. The book applies this framework to existing and burgeoning technologies, exploring where they can be best implemented and sustained to encourage growth. With Creating Value Through Technology, business leaders will discover a newfound confidence in incorporating technological strategies that will revolutionise their business for the digital age.
An accessible guide to the essential issues of corporate finance While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Value explores the core of corporate finance without getting bogged down in numbers and is intended to give managers an accessible guide to both the foundations and applications of corporate finance. Filled with in-depth insights from experts at McKinsey & Company, this reliable resource takes a much more qualitative approach to what the authors consider a lost art. Discusses the four foundational principles of corporate finance Effectively applies the theory of value creation to our economy Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management Addresses how to ensure your company has the right governance, performance measurement, and internal discussions to encourage value-creating decisions A perfect companion to the Fifth Edition of Valuation, this book will put the various issues associated with corporate finance in perspective.
Arguably among a company's biggest untapped strategic assets, a well-functioning corporate board of directors wields the power to meaningfully influence the purpose, culture, and direction of an organization. While many boards may display good corporate governance principles, the most effective boards at leading companies for long-term value creation are truly long-term boards. These long-term boards may look different around the world, but they share a few key characteristics:Time spent on Strategy - Long-term boards prioritize the future of the business, including spending significant time on strategy, business model, risks, and the company's value creation proposition. Directors as Owners - Long-term boards build and perpetuate an effective board over time by acting like owners, aligning the board's interests with shareholders, often via stock ownership.Board level Engagement with Shareholders - Long-term boards possess a strong understanding of the objectives of long-term shareholders and regularly engage with them on topics of strategic importance.However, achieving this combination of characteristics presents the board with three meaningful dilemmas:Should boards devote more time to strategy by spending less time on routine matters or do they need to spend more time on board work overall?Can board members be meaningful owners of the companies they serve without getting caught up in the short-term pressures caused by gyrations in market valuation and volatility?How do board members engage with shareholders without distracting or undermining management?Through a series of in-depth interviews with institutional investors, senior directors, and board consultants we gathered perspectives on how leading boards have tackled these challenges and found that getting these things right often creates a virtuous cycle that entrenches a long-term approach to value creation at the board level.
This book focuses on leadership and strategy, corporate governance, operational excellence, and corporate social responsibility. In doing so, it offers both conceptual perspectives and case studies on these topics that are targeted at business executives who want to develop and mature towards being successful value creators in their leadership roles. Authored by the former CEO of National Australia Bank (NAB), Don Argus, and business school professor Danny Samson, the book provides insights on the strategic leadership factors that make a significant and positive difference when they are executed effectively and, in contrast, what happens when ineffective leadership/ strategy are deployed. It proposes and illustrates core leadership axioms, and also delves into sustainable development as an element of strategy. The authors do this by developing and illustrating core concepts that relate to the two major case study companies of NAB and BHP. Readers will be particularly interested in the core elements of leadership and strategy, and the grounded reality of how they operated in the case studies. The authors bring insiders’ and leaders’ perspectives to these topics, including tables that document shareholder value creation, and the logic behind strategic decisions, as well as key organisational leadership and strategic decision processes.
A groundbreaking guide to making profitable business decisions Do you wonder why your value initiatives aren't providing the payoff you'd hoped for? Could it be because you've been thinking about value all wrong? According to the authors of this groundbreaking guide, there's a very good chance that you have. Using examples from leading companies worldwide, they explain why every decision a company makes either creates value or detracts from it, and why, if they hope to survive and thrive in today's increasingly competitive global marketplace, company leaders must make value-creation the centrepiece of every business decision. Authors Kaiser and Young have dubbed this approach "Blue-Line Management," (BLM), and in this entertaining, highly accessible book, they delineate BLM principles and practices and show you how to implement them in your company. Explains why the failure to properly define and assess value often makes it difficult for the people who manage businesses to effect long-term success Offers guidelines for making the satisfaction of customer needs and wants—i.e. value creation—the driver of all business activities The authors are respected academics at INSEAD, the world's largest and most respected graduate business school, with campuses in Europe, Asia and the Middle East
A detailed crash course in business management for value creation Corporate Value Creation provides an operations framework that management can use to optimize the impact decisions have on creating value by growing revenue and profitability. Designed to assist professionals without a strong business or financial education, this book provides a thorough understanding of the qualitative and quantitative aspects of managing a business for the purpose of value creation. Readers will find detailed information on financial reports, valuation, modeling and forecasting, and more, including discussion of best practices that functional management can embrace to leverage performance. The final chapter reviews key concepts and helps the reader tie them all together by using a step-by-step approach to build or modify a business plan that includes a complete set of financial statements. In addition, each chapter includes case studies or exercises so that the reader can practice using the material covered in the chapter. Corporate Value Creation can also be used as a handbook for managers who are looking for information on specific topics that range from developing financial statements to manufacturing management, to internet marketing and much more. In most cases, individual topics can be reviewed without reading the entire book. Finally, for the manager who wants to quickly understand what's involved in running a successful business, each chapter begins with the key takeaways from that chapter in a section called "Nuggets". Fundamentally, creating value is as simple as making more money – but therein lies the rub. Effective management of business growth involves a complex interplay of productivity, capital, debt, and margins, and finding the most efficient balance can be challenging. For managers who need a deeper understanding of the forces at work, Corporate Value Creation is a thorough, detailed guide but it is also valuable for managers who are looking for information on a specific topic or simply wanting to understand at a high level what's involved in running a successful business.
This book present the value school of corporate governance,outlining a multitude of areas where corporate governance could addreal worth, and showing how this can be put into effect. No “one-size-fits-all” model emerges as a solution.Rather, the insights in this book take idiosyncrasies and dynamicsover time into consideration. They consider the main issues andtheir real causes, ownership settings, country settings and newdevelopments in corporate governance research and practice. International focus places emphasises on typical patterns,predicament and solutions instead of national laws. Points are illustrated with in-depth case studies andhighlighted learning nuggets. Alerts the reader to typical dilemmas and traps in attainingthe goal of value creation, whilst also pointing to promisingavenues forward.
This Element shapes the discussion about corporate governance and boards of directors. The arena for boards and corporate governance is not static. In Boards, Governance and Value Creation (Cambridge, 2007) Morten Huse accumulated knowledge about boards with a focus on behavioural perspectives. The present contribution reflects on what has been happening during recent years. It contributes to the literature around sustainable value creation in business and society. This Element brings an update of the content of the 2007 book, and thus provides a resource for students - as well as for reflective practitioners.