The speed of change is greater than in the past, but there has always been constant change – many forget that.
Dr. Uwe Schroeder-Wildberg Chairman of the Executive Board of MLP SE
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With regard to the work of supervisory boards, it is becoming increasingly important to establish a design function in addition to the control function.
Verena Pausder Young Global Leader of the World Economic Forum and Deputy Chairman of the Supervisory Board of comdirect Bank AG
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Leadership must provide orientation in an increasingly complex world and take into account the new awareness of values.
Stefan Koelbl Chairman of the Board of Management of DEKRA e.V. and DEKRA SE
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In the future, too, “good corporate governance” will be needed to stay on course. However, the way leadership is to be understood is changing, because the general conditions are changing at an incredible speed.
We spoke with Ms. Korsch and Mr. Merkens about #FutureGoodGovernance. Marija Korsch Chairman of the Supervisory Board of Aareal Bank Mr. J. Merkens Chairman of the Management Board of Aareal Bank A ship needs a captain. There is much talk about new management concepts, about participation and freedom. How much leadership will a company still need …
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Supervisory board members come from the breadth of their experience, bring in different perspectives – they are a sounding board for the executive board.
Dr. Theodor Weimer Chief Executive Officer of Deutsche Börse AG
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In the future, digital ethics and responsibility will be as natural to companies as ecological sustainability, climate protection and fair working conditions.
Ulrich Leitermann Chairman of the SIGNAL IDUNA Group Management Board
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Leadership is no longer a decision-making privilege, but a service to the modern organisation.
Dr. Christian Friege Chairman of the Board of Management of CEWE Stiftung & Co. KGaA We spoke with Dr. Friege about #FutureGoodGovernance. The interview was conducted before the outbreak of the Corona Pandemic. A ship needs a captain. There is much talk about new management concepts, about participation and freedom. How much leadership will a company still need in the future and how much agility will it tolerate? How …
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Is it possible for German stock corporations to align their organization with the monistic system of corporate governance?
1. Yes, since 2004 there has even been an obligation to the European public limited company under the so-called SE Implementation Act. 2. No, German stock corporations must always be organized according to the dualistic system. 3. Yes, since 2004 there has been a choice between a dualistic and a monistic system as a result of the so-called SE Implementation Act on the European stock corporation. 4. Yes, but then …
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What do you understand by the compliance culture of a company?
1. Determination of the structure and process organization of the compliance system by the Executive Board. 2. Basic attitudes and behaviour of management and the Supervisory Board on the subject of compliance. 3. Inform affected employees and, if applicable, third parties about the company’s compliance program. 4. Definition of principles and measures to limit compliance risks and avoid compliance violations. Right solution: 2. Basic attitudes and behaviour of …
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Why should the Executive Board pay attention to the separation of existing and new business within the framework of the company’s organizational structure and processes?
1. Because organizations with historically evolved leadership systems have the flexibility to adapt to radical innovations to gain competitive advantage. 2. Because new organizations with new leadership systems do not have the flexibility to adapt to radical innovations to gain competitive advantage. 3. Because organizations with historically evolved leadership systems do not have the flexibility to adapt to radical innovations to gain competitive advantage. 4. Because the costs of …
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How does the dualistic system differ from the monistic system of corporate governance?
1. Only in the monistic system does the Management Board manage the company under its own responsibility and the Supervisory Board has to monitor the management of the business. 2. Only in the dualistic system is it possible to set up examination boards. 3. Only in the monistic system is it possible to set up strategy committees. 4. Only in the monistic system are the so-called “Inside Directors” for …
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Which of the following tasks do not fall within the scope of the Executive Board’s strategy?
1. Coordinating the strategies of individual business units with regard to cash flow, synergies, risks and cyclicality. 2. Acquisitions, mergers, cooperations and divestments for the purpose of optimizing the target portfolio. 3. Use of the company’s core competencies for the development of new business fields. 4.Issue of a mandate to Internal Audit to audit the financial accounting. Right solution: 4. Issue of a mandate to Internal Audit …
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