When You Sweep the Stairs, You Always Start from the Top
The Private Enterprise Partnership for the Middle East and North Africa (PEP-MENA) corporate governance program highlight the importance of securing a real and demonstrable commitment by a company's senior officers and directors before embarking on the journey of corporate governance reform. Indeed, two issues highlight the challenges in improving corporate governance. First, directors and officers often do not understand the meaning of corporate governance. Second, there is a lack of understanding of how corporate governance can improve the bottom line. Issues such as this can lead to resistance to change, and overcoming them is a formidable but necessary task to building the business case for companies to implement corporate governance. This smart lesson focuses on how such commitment is obtained when implementing any company-level work to effect change to a company's governance framework, policies, and practices. The note is targeted to advisory staff implementing corporate governance projects; however, it may also be applicable to other staff who engage with private sector clients.
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dig-okr-10986106432024-08-08T16:34:36Z When You Sweep the Stairs, You Always Start from the Top Molineus, Sebastian ACCOUNTABILITY AUDIT COMMITTEE BANKS BOARD MEETINGS BOARD MEMBERS BUSINESS CASE BUSINESS COMMUNITY BUSINESS DEVELOPMENT CEO CEOS COMPANY CORPORATE GOVERNANCE CORPORATE GOVERNANCE FRAMEWORK CORPORATE GOVERNANCE REFORM CORPORATE GOVERNANCE REFORMS CORPORATE SOCIAL RESPONSIBILITY CORPORATION DECISION-MAKERS FINANCIAL DIFFICULTY FINANCIAL MARKETS GOOD CORPORATE GOVERNANCE GOVERNANCE IMPROVEMENTS GOVERNANCE PRACTICES GOVERNANCE PROGRAM GOVERNANCE PROGRAMS GOVERNANCE REFORM GOVERNANCE REFORMS INDEPENDENT DIRECTORS INDIVIDUALS INSTITUTIONAL SHAREHOLDERS LIMITED LOCAL INSTITUTION LOCAL ORGANIZATIONS MAJORITY SHAREHOLDERS MANAGERS PARTNERSHIP POTENTIAL INVESTMENT PRIVATE ENTERPRISE REGULATORY FRAMEWORK SCANDAL SHARE PRICE STAKEHOLDER STAKEHOLDERS STATE-OWNED ENTERPRISES TRANSPARENCY The Private Enterprise Partnership for the Middle East and North Africa (PEP-MENA) corporate governance program highlight the importance of securing a real and demonstrable commitment by a company's senior officers and directors before embarking on the journey of corporate governance reform. Indeed, two issues highlight the challenges in improving corporate governance. First, directors and officers often do not understand the meaning of corporate governance. Second, there is a lack of understanding of how corporate governance can improve the bottom line. Issues such as this can lead to resistance to change, and overcoming them is a formidable but necessary task to building the business case for companies to implement corporate governance. This smart lesson focuses on how such commitment is obtained when implementing any company-level work to effect change to a company's governance framework, policies, and practices. The note is targeted to advisory staff implementing corporate governance projects; however, it may also be applicable to other staff who engage with private sector clients. 2012-08-13T12:32:57Z 2012-08-13T12:32:57Z 2007-09 http://documents.worldbank.org/curated/en/2007/09/9953924/sweep-stairs-always-start-top https://hdl.handle.net/10986/10643 English IFC Smart Lessons Brief CC BY-NC-ND 3.0 IGO http://creativecommons.org/licenses/by-nc-nd/3.0/igo/ World Bank application/pdf text/plain World Bank, Washington, DC |
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Banco Mundial |
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Estados Unidos |
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America del Norte |
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Biblioteca del Banco Mundial |
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English |
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ACCOUNTABILITY AUDIT COMMITTEE BANKS BOARD MEETINGS BOARD MEMBERS BUSINESS CASE BUSINESS COMMUNITY BUSINESS DEVELOPMENT CEO CEOS COMPANY CORPORATE GOVERNANCE CORPORATE GOVERNANCE FRAMEWORK CORPORATE GOVERNANCE REFORM CORPORATE GOVERNANCE REFORMS CORPORATE SOCIAL RESPONSIBILITY CORPORATION DECISION-MAKERS FINANCIAL DIFFICULTY FINANCIAL MARKETS GOOD CORPORATE GOVERNANCE GOVERNANCE IMPROVEMENTS GOVERNANCE PRACTICES GOVERNANCE PROGRAM GOVERNANCE PROGRAMS GOVERNANCE REFORM GOVERNANCE REFORMS INDEPENDENT DIRECTORS INDIVIDUALS INSTITUTIONAL SHAREHOLDERS LIMITED LOCAL INSTITUTION LOCAL ORGANIZATIONS MAJORITY SHAREHOLDERS MANAGERS PARTNERSHIP POTENTIAL INVESTMENT PRIVATE ENTERPRISE REGULATORY FRAMEWORK SCANDAL SHARE PRICE STAKEHOLDER STAKEHOLDERS STATE-OWNED ENTERPRISES TRANSPARENCY ACCOUNTABILITY AUDIT COMMITTEE BANKS BOARD MEETINGS BOARD MEMBERS BUSINESS CASE BUSINESS COMMUNITY BUSINESS DEVELOPMENT CEO CEOS COMPANY CORPORATE GOVERNANCE CORPORATE GOVERNANCE FRAMEWORK CORPORATE GOVERNANCE REFORM CORPORATE GOVERNANCE REFORMS CORPORATE SOCIAL RESPONSIBILITY CORPORATION DECISION-MAKERS FINANCIAL DIFFICULTY FINANCIAL MARKETS GOOD CORPORATE GOVERNANCE GOVERNANCE IMPROVEMENTS GOVERNANCE PRACTICES GOVERNANCE PROGRAM GOVERNANCE PROGRAMS GOVERNANCE REFORM GOVERNANCE REFORMS INDEPENDENT DIRECTORS INDIVIDUALS INSTITUTIONAL SHAREHOLDERS LIMITED LOCAL INSTITUTION LOCAL ORGANIZATIONS MAJORITY SHAREHOLDERS MANAGERS PARTNERSHIP POTENTIAL INVESTMENT PRIVATE ENTERPRISE REGULATORY FRAMEWORK SCANDAL SHARE PRICE STAKEHOLDER STAKEHOLDERS STATE-OWNED ENTERPRISES TRANSPARENCY |
| spellingShingle |
ACCOUNTABILITY AUDIT COMMITTEE BANKS BOARD MEETINGS BOARD MEMBERS BUSINESS CASE BUSINESS COMMUNITY BUSINESS DEVELOPMENT CEO CEOS COMPANY CORPORATE GOVERNANCE CORPORATE GOVERNANCE FRAMEWORK CORPORATE GOVERNANCE REFORM CORPORATE GOVERNANCE REFORMS CORPORATE SOCIAL RESPONSIBILITY CORPORATION DECISION-MAKERS FINANCIAL DIFFICULTY FINANCIAL MARKETS GOOD CORPORATE GOVERNANCE GOVERNANCE IMPROVEMENTS GOVERNANCE PRACTICES GOVERNANCE PROGRAM GOVERNANCE PROGRAMS GOVERNANCE REFORM GOVERNANCE REFORMS INDEPENDENT DIRECTORS INDIVIDUALS INSTITUTIONAL SHAREHOLDERS LIMITED LOCAL INSTITUTION LOCAL ORGANIZATIONS MAJORITY SHAREHOLDERS MANAGERS PARTNERSHIP POTENTIAL INVESTMENT PRIVATE ENTERPRISE REGULATORY FRAMEWORK SCANDAL SHARE PRICE STAKEHOLDER STAKEHOLDERS STATE-OWNED ENTERPRISES TRANSPARENCY ACCOUNTABILITY AUDIT COMMITTEE BANKS BOARD MEETINGS BOARD MEMBERS BUSINESS CASE BUSINESS COMMUNITY BUSINESS DEVELOPMENT CEO CEOS COMPANY CORPORATE GOVERNANCE CORPORATE GOVERNANCE FRAMEWORK CORPORATE GOVERNANCE REFORM CORPORATE GOVERNANCE REFORMS CORPORATE SOCIAL RESPONSIBILITY CORPORATION DECISION-MAKERS FINANCIAL DIFFICULTY FINANCIAL MARKETS GOOD CORPORATE GOVERNANCE GOVERNANCE IMPROVEMENTS GOVERNANCE PRACTICES GOVERNANCE PROGRAM GOVERNANCE PROGRAMS GOVERNANCE REFORM GOVERNANCE REFORMS INDEPENDENT DIRECTORS INDIVIDUALS INSTITUTIONAL SHAREHOLDERS LIMITED LOCAL INSTITUTION LOCAL ORGANIZATIONS MAJORITY SHAREHOLDERS MANAGERS PARTNERSHIP POTENTIAL INVESTMENT PRIVATE ENTERPRISE REGULATORY FRAMEWORK SCANDAL SHARE PRICE STAKEHOLDER STAKEHOLDERS STATE-OWNED ENTERPRISES TRANSPARENCY Molineus, Sebastian When You Sweep the Stairs, You Always Start from the Top |
| description |
The Private Enterprise Partnership for
the Middle East and North Africa (PEP-MENA) corporate
governance program highlight the importance of securing a
real and demonstrable commitment by a company's senior
officers and directors before embarking on the journey of
corporate governance reform. Indeed, two issues highlight
the challenges in improving corporate governance. First,
directors and officers often do not understand the meaning
of corporate governance. Second, there is a lack of
understanding of how corporate governance can improve the
bottom line. Issues such as this can lead to resistance to
change, and overcoming them is a formidable but necessary
task to building the business case for companies to
implement corporate governance. This smart lesson focuses on
how such commitment is obtained when implementing any
company-level work to effect change to a company's
governance framework, policies, and practices. The note is
targeted to advisory staff implementing corporate governance
projects; however, it may also be applicable to other staff
who engage with private sector clients. |
| topic_facet |
ACCOUNTABILITY AUDIT COMMITTEE BANKS BOARD MEETINGS BOARD MEMBERS BUSINESS CASE BUSINESS COMMUNITY BUSINESS DEVELOPMENT CEO CEOS COMPANY CORPORATE GOVERNANCE CORPORATE GOVERNANCE FRAMEWORK CORPORATE GOVERNANCE REFORM CORPORATE GOVERNANCE REFORMS CORPORATE SOCIAL RESPONSIBILITY CORPORATION DECISION-MAKERS FINANCIAL DIFFICULTY FINANCIAL MARKETS GOOD CORPORATE GOVERNANCE GOVERNANCE IMPROVEMENTS GOVERNANCE PRACTICES GOVERNANCE PROGRAM GOVERNANCE PROGRAMS GOVERNANCE REFORM GOVERNANCE REFORMS INDEPENDENT DIRECTORS INDIVIDUALS INSTITUTIONAL SHAREHOLDERS LIMITED LOCAL INSTITUTION LOCAL ORGANIZATIONS MAJORITY SHAREHOLDERS MANAGERS PARTNERSHIP POTENTIAL INVESTMENT PRIVATE ENTERPRISE REGULATORY FRAMEWORK SCANDAL SHARE PRICE STAKEHOLDER STAKEHOLDERS STATE-OWNED ENTERPRISES TRANSPARENCY |
| author |
Molineus, Sebastian |
| author_facet |
Molineus, Sebastian |
| author_sort |
Molineus, Sebastian |
| title |
When You Sweep the Stairs, You Always Start from the Top |
| title_short |
When You Sweep the Stairs, You Always Start from the Top |
| title_full |
When You Sweep the Stairs, You Always Start from the Top |
| title_fullStr |
When You Sweep the Stairs, You Always Start from the Top |
| title_full_unstemmed |
When You Sweep the Stairs, You Always Start from the Top |
| title_sort |
when you sweep the stairs, you always start from the top |
| publisher |
World Bank, Washington, DC |
| publishDate |
2007-09 |
| url |
http://documents.worldbank.org/curated/en/2007/09/9953924/sweep-stairs-always-start-top https://hdl.handle.net/10986/10643 |
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AT molineussebastian whenyousweepthestairsyoualwaysstartfromthetop |
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