India Inc needs a two-tier board structure for effective corporate governance

The management tremors at an Indian multinational corporation that provides business consulting, information technology and outsourcing services — one of the most respected companies of modern India — is virtually an eye-opener underlining the criticality of effective corporate governance. Quite obviously, had the governance been sensible and scrupulous, the ideological spat and the ensuing trust deficit between founder and CEO wouldn’t have taken the ugly turn that it did. The transition from the founder era to the appointed CEO epoch clearly left much to be desired. Why did this happen?

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