Context: In the case of this large manufacturing Company, a proposal to substantial increase the pay of a promoter VC & MD did not get the requisite shareholder approval in the first instance.
Points to ponder
Context: This private sector bank experienced the truth that concentration of power goes against the grain of Corporate Governance. Is “defy, deny, decry” a fit response, when there is a crying need for change?
Context: As this energy and environment engineering company showed, leadership is about accepting advice and acting quickly. All problems cannot be anticipated. Quick responses might often save the day. Is courage of conviction, what sets winning companies apart?
Context: This leading chemical company saw a high-profile departure from the Board. Leaving when persons ask “why”, and not when they ask “why not”, is a test of courage of conviction. Overstaying one’s welcome is often fraught with adverse consequences. Why wait till eyebrows are raised?
Context: The proposal for a fourth term for the Managing Director of a private sector bank, ran into problems with the Regulator. Did the Nomination and Remuneration Committee fail to measure up? Could the consequent embarrassment have been avoided by a meaningful conversation between the bank and the Regulator?
Context: The forcing out of the Group Chairman of a large diversified group, gave rise to several questions. Issues of process and legitimacy of the decision to remove him, led to doubts regarding Corporate Governance practices being followed within the group. Could this have been handled better?
Context: In this leading company in its financial services segment, it took 6 months to identify a successor CEO. Succession planning is often talked about, but rarely practiced. Did the Nomination and Remuneration Committee slip up big time?