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Corporate
Governance
Corporate Governance & Political
and Economical Risk
Good governance continues to gain prominence in public debate but it
is not clear how this can be provided on a global scale or what institutions
are necessary for it to emerge. Global companies balance
risks that are economical & political, research-based, market-oriented,
organizational and technical. What does this mean for the
board of directors - in terms of board composition, the duties of its
members, their level of commitment and remuneration? And in terms of
capacity for ongoing self-transformation? What does this mean for the
sustainable creation of value - for the company, its stakeholders, clients
and society at large?
Session
1, May 3, afternoon
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Jacqueline
Ternier-David, International Forum for Social Innovation
They Shoot Horses, Don't They?*
Why "governance" became a fashionable word now?
… to compensate the failures of traditional or pseudo-modernist models
for management. But the positive consequence must be discovered especially
through etymology. Governance carries an unconscious content: the
systemic vision that one needs for steering an institution like a
ship (including the interactions between its various sub-systems and
with the environment). This points out the crucial difference between
governance and management, which implies, etymologically and unconsciously,
to consider persons as horses to be tamed.
* Sydney Pollack, 1969
Joop
Remmé, Knowledgedialogue
Ruling the waves, not waving the rules
Good corporate governance is a bit like reading the tea leaves.
It requires sensing the processes in one´s constituencies and realizing
ones role in them, being able to go with what is happening, not upsetting
it.
We often see things go wrong in corporate governance where individuals
exceed their role within their constituencies, offsetting what in
itself could be a resilient system. They often think that it is either
them or the group, while more succesfull individuals see their success
as emerging from the success of their constituency.
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Session
2, May 4, morning
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Elisabet
Sahtouris, Evolution Biologist, Futurist, Living Systems
Design
The Biology of Business: Key to a Sustainable
Future
The way we do business is closely related to our scientific/cultural
understanding of an inevitable Darwinian struggle in scarcity. Historical
perspective, however shows that this theory was rooted more in the
political economy of Darwin's day than in scientific observation.
An updated scientific story of evolution shows this mode to be obsolete,
inefficient, expensive and dangerous. The biology of sustainable natural
systems, from our bodies to rainforests, has direct application to
governance systems and how business will function in the future to
everyone's benefit.
Pierre
Delsaux,
acting Director, DG Internal Market, EU Commission, Free movement
of Capital, Company Law and Corporate Governance
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Catalysts
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Trend
Watcher
Neville
Hobson, Accredited Communication Practitioner, ABC
University Partners
Utrecht
School of Governance
Philosopher
Geoffrey
Klempner, Philosophy for Business
Psychologist
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Knowledge
Stream Leader
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Erika
Stern, Utrecht School of Governance
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