Book contents
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
13 - The Corporate Governance Officer – From company secretary to manager of governance processes
Published online by Cambridge University Press: 19 August 2009
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
Summary
Over the last decade sound corporate governance has become a hot topic, as misconduct by senior executives rocked the business world and outraged investors. Increasingly, effective corporate governance contributes to a company's success, and the modern corporate governance officer (CGO) plays a key role in managing the process.
In this chapter, the authors outline the wide-ranging responsibilities of the CGO role. They go back to the roots of corporate governance to help us understand how the role has evolved and why there is a strong business case for sound governance structures and policies. Finally, they discuss the emerging challenges that will continue to shape the future role of the CGO.
The role of the corporate governance officer
My predecessor was a lawyer, whereas I clearly have a strong business background. I studied business, then started working in our group's headquarters and then moved on to several management positions in foreign subsidiaries. Prior to my appointment as corporate governance officer, I worked on the post-merger strategy and integration of our biggest acquisition deal ever.
The reason the board chose me is simply that our company wants the board to have a strong strategic influence and more involvement in the day-to-day business.
(A CGO whose predecessor's title was company secretary)The 1990s saw a degree of business expansion that was unprecedented. The combination of opportunities presented by new technologies, and the vastly-increased geographical scope and freedom in capital, product and labour markets led to remarkable risk-taking by investors and executives alike.
- Type
- Chapter
- Information
- Leading in the Top TeamThe CXO Challenge, pp. 247 - 274Publisher: Cambridge University PressPrint publication year: 2008