The crisis of confidence in corporate leadership reaches directly to the top of the organization; the buck stops in the boardroom. Are boards able to perform the oversight and guidance functions that their role demands? Are the failures of Enron, Merrill Lynch, Worldcom, Health South and others traceable to failures in the boardroom? If so, did the board see the problems coming? If they did not,why not?
Key Premises
The world has changed in recent years on many fronts and there are new premises upon which Boards and senior executives will be judged in the future.
- Boards will increasingly be held accountable for the governance and success of the organization — including the processes they use to make decisions.
- Boards will need a broader audit role in the business to ensure compliance with board intent. A broader audit role will move beyond financial efficacy to ensuring that:
- There is a sound longer-term strategy in place and is it being effectively executed
- Core values, such as ethics and integrity, are being upheld
- Risk is being managed effectively
- Senior management is acting consistent with shareholder goals
- Key stakeholders of the business are being effectively managed
- Most of what is critical for boards to know, yet isn’t readily known by boards today, is knowable; what you don’t know can hurt you.
- Boards need a more comprehensive and easier to manage set of evaluation tools to help them efficiently carry out their fiduciary responsibilities.
The Metrus corporate governance solution
Metrus Group, Inc., has been steeped in governance and executive decision-making issues for over a decade, and has introduced an integrated solution to the issues above. Metrus’ Corporate Governance Products fall into three categories:
Benefits of governance focus include:
- Mitigated risk
- Increased the effectiveness of their governance
- Increased senior management accountability
Our solutions include:
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