Mark Goyder discusses how changing trends in shareholder ownership will affect the decisions of executives and what this could mean for sustainable policies.  This article was published by Ethical Corporation in July. Mark Goyder is founder director of Tomorrow’s Company.  Mark holds a number of other positions, including British Airways Corporate Responsibility Board; BT Leadership Advisory Panel; Camelot Advisory Panel for Social Responsibility and Judge for Unipart group Mark in action awards. He was named Director of the month, June 2004, by Director Magazine and won the IMS Millenium award for best speaker.

A parable that contrasts the leadership styles of two CEOs:  one operating in the old business paradigm; the other embracing the new business paradigm, in which success is inextricably tied to the success of business stakeholders.  It is based on a new, proactive business model that works better in the 21st century than the old-world, protectionist, risk management formula, because it turns business networks into aligned and consensual communities that get things done faster and better.  It balances traditional defensive, risk management practices with new, offensive, Trust Enablement approaches to business.

Regardless of sector, size, structure or maturity, to be successful, organisations need to establish an appropriate management framework.  The EFQM Excellence Model was introduced at the beginning of 1992 as the framework for assessing organisations for the European Quality Award. It is now the most widely used organisational framework in Europe and it has become the basis for the majority of national and regional Quality Awards. The EFQM Excellence Model is a practical tool that can be used in a number of different ways:As a tool for Self-AssessmentAs a way to Benchmark with other organisationsAs a guide to identify areas for ImprovementAs the basis for a common Vocabulary and a way of thinkingAs a Structure for the organisation's management system The EFQM Excellence Model is a non-prescriptive framework based on 9 criteria. Five of these are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organisation does. The 'Results' criteria cover what an...

This Tomorrow’s Company report seeks to understand the link between innovation and the effective management of risk. The price of poor governance has been increasingly evident through the credit crunch and recession. The report in particular considers the relationship between innovation and difference or 'diversity' on the board;  the effectiveness and role of non-executive directors, and the impact of the criteria of independence; the relationship between innovation and risk; and the impact of quality of leadership - 'the tone from the top'.