Preventing future Hollingers [Archive.org URL]

“More independent directors” and “separate the role of chairman and CEO” have become the rallying cries – and many believe, panaceas – that will lead to fixes for what’s wrong with corporate governance. The problem, argues this leading governance authority, is that independence and separation are not nearly as important as a director’s competence and behaviour, and how the directors on a particular board interact with each other. With a properly composed board, function will follow form, and so will performance.

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