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Bringing in a new board of directors

Author: Carlock, Randel S. INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 2009.Language: EnglishDescription: 1 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: The case describes the challenges of a CEO making the transition from an advisory board to a formal board of directors. Strengthening governance is an important structure to support the transition of family businessess across generations.Pedagogical Objectives: The case explores how to strengthen a board of directors. It asks students to consider board composition, qualification, compensation and size. It also focuses on the functions of the board and CEO in managing the company, helping to clarify director and executive roles.
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

The case explores how to strengthen a board of directors. It asks students to consider board composition, qualification, compensation and size. It also focuses on the functions of the board and CEO in managing the company, helping to clarify director and executive roles.

The case describes the challenges of a CEO making the transition from an advisory board to a formal board of directors. Strengthening governance is an important structure to support the transition of family businessess across generations.

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