How can boards and members of boards reach their full potential? The Tavistock Institute of Human Relations (TIHR) has been at the forefront of thinking about organizations since its inception in 1947. Today, as then, the corporate world is undergoing increasing pressure to demonstrate a sustainable, generative and meaningful impact on society and employees whilst delivering improved services and products. These tensions and others are explored in this important new book, Dynamics at Boardroom Level: A Tavistock Primer for Leaders, Coaches and Consultants. In this book, the reader gets a useful framework of theory and practice that broadens vision and deepens thinking about what is happening in boardrooms. The book opens the door to the reader to a new world of board dynamics, edited by those who really understand the deeper workings of the complex human system and its work at board level. This edited volume brings together the insights and contemporary case studies from participants on the Tavistock Institute Dynamics @ Board Level programme that draws on the thinking of Tavistock scholars and practitioners and their work on the dynamics of task, role, authority and power. Edited by programme co-directors Dr Mannie Sher and Dr Leslie Brissett and their fellow Tavistock Associate Tazi Lorraine Smith, and with contributions from senior leadership practitioners and board evaluators from the government, international consultancy firms, FTSE 100 and global UN institutions, this book speaks directly to issues of our time. It represents essential reading for leaders of organizations and businesses, as well as leadership coaches and mental health professionals.

"Written by prominent thought leaders in the global FinTech investment space, The LegalTech Book aggregates diverse expertise into a single, informative volume. Key industry developments are explained in detail, and critical insights from cutting-edge practitioners offer first-hand information and lessons learned. Coverage includes: The current status of LegalTech, why now is the time for it to boom, the drivers behind it, and how it relates to FinTech, RegTech, InsurTech and WealthTech Applications of AI, machine learning and deep learning in the practice of law; e-discovery and due diligence; AI as a legal predictor LegalTech making the law accessible to all; online courts, online dispute resolution The Uberization of the law; hiring and firing through apps Lawbots; social media meets legal advice To what extent does LegalTech make lawyers redundant? Cryptocurrencies, distributed ledger technology and the law The Internet of Things, data privacy, automated contracts Cybersecurity and data Technology vs. the law; driverless cars and liability, legal rights of robots, ownership rights over works created by technology Legislators as innovators"--

Distinguished governance experts offer cures for what ails our boards of directors In light of corporate malfeasance in recent years, the governance of corporations has been receiving great attention from regulators, researchers, shareholders, and directors themselves. Based on Richard Leblanc's in-depth five-year study of 39 boards of directors of both for- and not-for-profit organizations, Building a Better Board goes behind the scenes to reveal the inner workings of boards of directors, including how they make decisions. Recently chosen as one of Canada's "Top 40 Under 40"(TM), Dr Richard Leblanc is an award-winning teacher and researcher, certified management consultant, professional speaker, professor, lawyer and specialist on boards of directors. He can be reached at [email protected]. James Gillies, PhD (Toronto, Ontario, Canada), is Professor Emeritus at the Schulich School of Business, York University, where he serves as Chair of the Canada-Russia Corporate Governance Program.

The lack of gender parity in the governance of business corporations has ignited a heated global debate, leading policymakers to wrestle with difficult questions that lie at the intersection of market activity and social identity politics. Drawing on semi-structured interviews with corporate board directors in Norway and documentary content analysis of corporate securities filings in the United States, Challenging Boardroom Homogeneity empirically investigates two distinct regulatory models designed to address diversity in the boardroom: quotas and disclosure. The author's study of the Norwegian quota model demonstrates the important role diversity can play in enhancing the quality of corporate governance, while also revealing the challenges diversity mandates pose. His analysis of the US regime shows how a disclosure model has led corporations to establish a vocabulary of 'diversity'. At the same time, the analysis highlights the downsides of affording firms too much discretion in defining that concept. This book deepens ongoing policy conversations and offers new insights into the role law can play in reshaping the gendered dynamics of corporate governance cultures.

Despite the many changes in governance regulation over the past decade, few boards function as a true corporate asset to the companies they oversee. In this book, Behan offers practical advice that a CEO, Chairman or board member can introduce at the very next meeting. Boardrooms are filled with intelligent, accomplished people—yet seldom achieve their full potential and add the kind of value for the CEO, executive team and company shareholders that many boards are actually capable of. Beverly Behan draws on her experience working with more than 100 boards over the past 14 years—from major Fortune 500s to recent IPOs—offering no-nonsense insights that can take any board from mediocrity to the top of its game including establishing a constructive working relationship with your board; addressing some of the dysfunction that may lie within the board you’ve inherited, and making your board a significant asset to you, your company, and your executive team. Working with the Board of Directors is one of the most important components of any CEO’s job—and most will admit it is something they wish they knew more about. Nearly all CEOs want to change at least something about their board, yet many are unsure how to go about this in the right way. This book not only alerts the reader to common pitfalls that CEO's can make with their boards, it provides workable approaches to a tackle a variety of boardroom issues from getting new talent into the boardroom to engaging effectively with the board on strategy and succession planning.

In this book we argue that as a first step it is important to recognize these group dynamics and the problems they cause. Some of them can be minimized through, for example, properly designed decision processes. Others are more complicated. But all of them need to be recognized and understood so that we can properly shape our expectations of the degree and quality of oversight corporate boards of directors can provide, and so that we can turn our energy toward the many group level factors that could improve board performance going forward.