31 May. 2016 | Comments (0)
The Missing Link Between Diversity and Creativity in Companies?
There’s been a lot of debate about the need for more diversity in companies around the world. If people selected for Board or other roles in companies have all worked previously for the same firms, attended the same schools and/or universities, undertake the same recreational activities, etc. they’re also not really likely to be that diverse in their views, attitudes and behaviors.
16 Mar. 2015 | Comments (0)
National Culture, Human Capital Management and Governance
I’ve been thinking about “culture” and what it really means for businesses. I worry that, sometimes, cultural differences are oversimplified and used as an excuse for sub-optimal management practices and poor corporate governance in both “the West” and in “Asia.”
21 May. 2014 | Comments (0)
The Quantum of Executive Pay, Is there an Efficient Market?
I’ve been thinking for a while about the problems of the current ap-proaches to fixing the amount of executive remuneration. I do not pretend to have all the answers, but here are a couple of thoughts on how some of the problems arise.
28 Oct. 2013 | Comments (0)
Miss Manners and Board and Director Performance
I found myself in a debate with someone about the use of electronic data collection to preserve the anonymity of directors evaluating the board’s or each other’s performance. There are three main issues that make me uncomfortable with the idea of directors giving anonymous feedback.
25 Jul. 2013 | Comments (0)
HR Management in the Boardroom and “C” Suite and the Corporate Governance of Large Asian Banks
I’ve been waiting for the results from a study that Professor Mak Yuen Teen, Associate Professor at NUS Business School, and I have been undertaking. We thought it would produce some interesting insights to share with the HR profession – and it did!
01 Feb. 2013 | Comments (1)
Things Your Grandma Knew About Corporate Governance and Human Capital Management in the Boardroom and “C” Suite
For a Christmas gift, I was given a book of English proverbs and sayings. When I read it, I was struck by how many of the sayings found in the book related to the work I do. I soon realized that most of this wisdom originally came from my grandmother.
06 Dec. 2012 | Comments (0)
Using Porter’s Value Chain Analysis as a Means of Identifying the Key Lines for Human Capital Strategy
Trying to allocate resources to human capital activities without a robust methodology can lead to a misdirection of resources. One way of thinking about where to apply human capital department effort is to consider the value chain of the enterprise.
22 Oct. 2012 | Comments (0)
Corporate Governance and Human Capital Management Issues in Asia
Corporate governance and human capital management may not be everybody’s cup of tea, but these types of conferences provide a valuable opportunity to reflect on governance issues related particularly to regions in Asia, as well as those more global in character.
28 Sep. 2012 | Comments (0)
The Subsidiary Director Dilemma and What HR Execs Can Do
Professor Mak Yuen Teen from the National University of Singapore and I decided to recently write an article about an unexplored part of the governance eco-system: the role of subsidiary directors. There are significant risks arising from the potential conflicts for those holding such roles.
10 Sep. 2012 | Comments (0)
Putting It All Together: Why Banks Should Self-Regulate
I’ve described a number of different factors that came together to influence the new banking sector culture. This culture was internalized and gave rise to many of the banking scandals discussed today. How does internalization happen?
06 Aug. 2012 | Comments (0)
The Rise of the Superstar CEO: Are They The New American Idols?
In this blog, I would like to highlight another key step in the chain that led to the downfall of the finance industry. This key step is the rise of the “superstar CEO”.
01 Aug. 2012 | Comments (0)
The Factors That Shaped Culture Change in Banks
In my last two blogs, I demonstrated how “shareholder value” became the primary measure of management success. But, there were other factors that shaped the current culture of financial institutions.
24 Jul. 2012 | Comments (0)
Banking Scandals - Causes and Cures
In my last blog, I spoke about how “shareholder value” became universally embraced as the primary measure of management success. In this blog, I will further delve into the consequences of this adopted theory of management, and how it led to the decline of the financial sector.
19 Jul. 2012 | Comments (0)
The Rise of “Shareholder Value” and Its Unintended Consequences
We seem to have a new crop of banking scandals every week, and every time a new scandal occurs, somebody responds by saying, “… the culture is broken…” but that begs the question of how the culture became broken.