Licensing & Distributing Software in Europe

The combined experience of McDonald, Richmond, and Sibbernsen"which includes extensive periods working with the boards and senior executives of leading global companies in the U.S., Europe, Australasia, and Asia"offers a unique window into the relationship between boards and management from the valuable perspective of insiders. Reprogramming the Board focuses on what companies need to do in order to gain maximum advantage from a board-management relationship. The book sets the scene by examining the changing role of the board, and suggests what directors and executives might do differently to leverage the activities where their accountabilities intersect. Citing numerous case studies, it then examines an effective board's involvement in the development of Planning & Strategy and how the assessment and confirmation of material decisions should work. The authors show how the board has a role in implementing and sustaining ongoing performance enhancement and conclude by examining how the board can best renew itself.

The value of this book lies in the frameworks that the authors provide for systematically examining the workings of the board at its interface with management. Illustrated by the richness of case studies, many from their own experience, Reprogramming the Board takes the workings of the board to a new level.

About the Authors:

• Dennis McDonald, a chemical engineer with a Stanford M.B.A., has over thirty years experience as a strategic and human resources consultant to leading companies in the U.S., U.K., Europe. and Australasia.
• Malcolm Richmond, a nuclear physicist by training, has spent most of his career with one of the world's leading resource companies in a range of technical, strategic, and senior managerial positions. More recently he has been applying his considerable experience as both a university professor and non-executive director.
• Dick Sibbernsen, a lawyer by training, has led HR initiatives for three successful leading organizations in the U.S., Europe, and Australasia, and Asia. He brings the insights that only a successful manager of major change initiatives can add. One of his previous CEOs describes Sibbernsen as "not your typical HR specialist, but the best manager of performance improvement I have ever worked with."