Resources

Boards need to understand their organisation's key drivers of profitability

JUNE 2009

This is the fourth in a series of boardroom perspectives based on the views of 625 directors who sit on 79 different Australian and New Zealand boards. It deals with boardroom perspectives on whether boards are making measurable impacts on long term performance by making significant contributions to their organisation�s direction, strategy and planning.

Little has been known about what happens behind the boardroom door in relation to setting the organisation�s direction. This research report now shows that most boards are getting the long term direction pretty much right, but some boards need to do better with their consideration, understanding and sign-off of their organisation's strategic plans.

Read the study (543 KB, PDF)

Boards need to improve the performance culture of their organisations

MAY 2009

This is the third in a series of boardroom perspectives based on the views of 625 directors who sit on 79 different Australian and New Zealand boards. It deals with boardroom perspectives on the performance management systems and culture of their organisations.

The Global Financial Crisis provides organisations with a good opportunity to recalibrate their thinking around what is important in terms of performance management systems and culture.

Boards must provide leadership and direction in relation to these very important issues and firm oversight of setting review processes.

Read the study (238 KB, PDF)

CEO remuneration: A boardroom perspective

An Insync Surveys study in conjunction with Board Benchmarking

APRIL 2009

This is the second in a series of boardroom perspectives based on the views of 625 directors who sit on 79 different Australian and New Zealand boards. It deals with boardroom perspectives on CEO performance, CEO and senior management remuneration and the performance management systems and culture of their organisations.

The remuneration and in particular, the bonus packages of CEOs and senior management have been in the spotlight across the globe in recent times. It will probably take some time before the community, shareholders, boards and management get on the same page in terms of what constitutes an appropriate remuneration package. The Global Financial Crisis provides organisations with a good opportunity to recalibrate their thinking around what remuneration packages are appropriate and what is important in terms of performance management systems and culture.

Boards must provide leadership and direction in relation to these very important issues and firm oversight of the setting and review processes.

Read the study (292 KB, PDF)

Risk management in the boardroom

An Insync Surveys study in conjunction with Board Benchmarking

DECEMBER 2008

Introduction

Views of 625 directors who sit on 79 different Australian and New Zealand boards are shared in this comprehensive study about risk management in their own organisations.

The spotlight is likely to shine more brightly on risk management as economic times become more difficult and volatile. With a tightening economic climate, governments, shareholders, directors and management should expect a significant increase in scrutiny over the next few years. Oversight and review of the risk management practices and culture, in all types of organisations, are paramount. Boards must provide appropriate leadership and direction in relation to these important issues.

Key findings

This study has revealed that:

Read the study (306 KB, PDF)