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Why Flies, Clubs, & Companies Go Around in Circles
Boardroom Dynamics
Speakers
The largest private airline in India went bankrupt, as did the bank that could not say no to its borrowers who defaulted on huge loans. Could these disasters have been foreseen, if not averted? Would it have helped if the directors on the board had spoken up before the corporate failure?
Inside the Boardroom explores the downfall of these companies and many more in the light of directors’ behaviour and its impact on corporate governance. R Gopalakrishnan and Tulsi Jayakumar believe that corporate success goes beyond having significant knowledge of accounting rules and governance regulations.
They boldly assert that directors’ behaviour in the boardroom is less rational than may be widely believed! Hence, successful directors and boards need to be deep observers of human behaviour and boardroom dynamics because behavioural and cultural nuances are significant aspects in most incidents of mismanagement leading to governance failure.
Lucidly described with a plethora of real events and insightful instances, Inside the Boardroom showcases the authors’ experience with governance and boardroom behaviour. It brings to light misbehaviours in the boardroom, early warning signs of failing governance in companies and some magical mantras for CEOs and independent directors to prevent failures.
The author, R Gopalakrishnan will be in conversation with K Jairaj. A Q&A with the audience will follow.
Speakers
R Gopalakrishnan
R. Gopalakrishnan has played every type of board role on more than twenty-five company boards over thirty-five years. In India and abroad. As CEO, executive director, non-executive director, board chairman, and as independent director. His board experience is rich and has provided him a ring-side view of corporate governance, as it has evolved since its nascent stirrings in the 1990s to its more exhaustive (and exhausting) avatar, now. Governance tends to be obsessed with the technicalities and rules. Gopal believes governance— corporate or public—has as much to do with human behaviour as it is about rules and procedures; it is about neeti (conduct) and neeyat (intent), as much as about niyam (rules)! Gopal welcomes reader feedback at rgopal@themindworks.me
