Integrated Board Management Dimension

  • Martin HilbEmail author
Part of the Management for Professionals book series (MANAGPROF)


Based on studies of board practices carried out by doctoral students, the following weaknesses have been found in the majority of the companies assessed:
  1. 1.

    Insufficient board attention given to strategic direction

  2. 2.

    A lack of professionalism in the selection, feedback, remuneration and development of members of the board and top management and

  3. 3.

    Insufficient strategic control and risk management on the board level


In order to address these weaknesses, we propose an integrated board management concept (illustrated in Fig. 4.1).

This concept comprises three dimensions:
  1. 1.
    The strategic elements that are the focus of attention (as discussed in Chap. 3) remain:
    • Exemplary board team

    • Constructive, open board culture

    • Effective board structure and

    • Stakeholder‐oriented board success standards

  2. 2.
    The main processes of the integrated cycle concept presented in this chapter are:
    • Selection and composition

    • Review and feedback

    • Remuneration and

    • Development (including succession planning)

  3. 3.

    Using an evaluation methodology (described in Sect. 5.5) the success of board work is reviewed regularly.


This concept fits in with the modified “KISS” principle, which forms the basis of Chaps. 3, 4 and 5 of this book:

The most important board management instruments need to be aligned with the firm’s strategic objectives in a holistic way, and they need to involve all relevant share‐ and stakeholder groups in the phases of development, implementation and evaluation.


Corporate Governance Board Member Stock Option Share Price Board Management 
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Copyright information

© Springer-Verlag Berlin Heidelberg 2016

Authors and Affiliations

  1. 1.International Center for Corporate GovernanceSt. GallenSwitzerland

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