Corporate Governance

Link to Case: Governance of the Tata Group: In Pursuit of Profitability, Philanthropy and Power

KAI TARAPOREVALA
This case describes the Tata Group’s governance and the role it played in overseeing 150 years of growth of the Tata empire of companies. The Tata Group is one of India’s premier and oldest industrial and services conglomerates in India.
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Decent Behaviour and Good Corporate Governance

Tony Hambro
To my shame, I’m still not entirely sure what that means, so I’m going to share with you with a few thoughts on the enduring value of decent behaviour and good corporate governance, particularly in a global economy undergoing such rapid change.
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Boards and the "Super"​ CEO

KAI TARAPOREVALA
Stephen Kaufman in his October 2008 HBR article, “Evaluating the CEO”, wrote that the Arrow Electronics Board when he was CEO “exposed my blind spots before I could get into too much trouble”.
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Non-Executive Directors

Continuous Improvement for Non-Executive Directors

KAI TARAPOREVALA
Key activities depend on what stage of development a company is presently at (start up, high growth etc.) as well as on what corporate activities a company may be involved in (acquisitions, capital raising).
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Time Management for Effective Non-Executive Directors

KAI TARAPOREVALA
Key activities depend on what stage of development a company is presently at (start up, high growth etc.) as well as on what corporate activities a company may be involved in (acquisitions, capital raising).
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Independent Directors on Family Controlled Company Boards

KAI TARAPOREVALA
Key activities depend on what stage of development a company is presently at (start up, high growth etc.) as well as on what corporate activities a company may be involved in (acquisitions, capital raising).
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Dissent and the Art of Persuasion

KAI TARAPOREVALA
Key activities depend on what stage of development a company is presently at (start up, high growth etc.) as well as on what corporate activities a company may be involved in (acquisitions, capital raising).
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Decisions for CEOs and Boards – Preventing a second wave

KAI TARAPOREVALA
The best example of a cognitive dissonance bias is a regular smoker who makes up different excuses for continuing to smoke yet knows this makes it much more likely that the smoker will get lung cancer. Many smokers feel great discomfort, living with the dissonance of these two contradictory ideas.
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Investing / New Markets

Lessons for today from the Subprime Market Crash

KAI TARAPOREVALA
“Frontiers of Fortune” was part of the title of an excellent book written in 1999 by Jonathan Story, now Emeritus Professor of International Political Economy at INSEAD. Professor Story’s thesis is that business leaders need to understand a country’s history as much as its economy in determining where to expand and invest.
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Uzbekistan and the Frontiers of Fortune

KAI TARAPOREVALA
“Frontiers of Fortune” was part of the title of an excellent book written in 1999 by Jonathan Story, now Emeritus Professor of International Political Economy at INSEAD. Professor Story’s thesis is that business leaders need to understand a country’s history as much as its economy in determining where to expand and invest.
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Managing in ASEAN and India

The 'HAPPY' Framework For International Companies in ASEAN & India

KAI TARAPOREVALA
ASEAN (10 countries; Singapore, Indonesia, Thailand, Philippines, Malaysia, Myanmar, Vietnam, Brunei, Laos, Cambodia) and India are significant economic regions. ASEAN and India each have total GDPs of over USD 2 trillion and are growing rapidly with Real GDP growths of 5% to 7% per annum.
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