Directors' Dilemmas by Patrick Dunne

By Patrick Dunne

For any board director or chairman, the note 'dilemma' will ring a really loud bell. monetary failure, fraud, succession concerns, opposed take-overs, character clashes and each kind of directorial indiscretion all crop up at one time or one other. This useful and interesting publication brings average administrators' dilemmas alive for all to work out. there's a guided travel via dilemmas as a rule and specialist suggestion at the easy rules for resolving them. this can be all then placed into context with actual lifestyles 'frontline' case reports of twenty very diverse wrangles and clashes. the entire diversity of businesses is represented via those actual dilemmas, from the fledgling start-up to the mature multi-national company. every one state of affairs is defined and mentioned intimately, and suggestions provided. "Directors' Dilemmas" offers a desirable perception into the company global the place humans, strength and funds could make for a perilous cocktail.

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What was difficult for me to understand was what they gained from the other guy being hurt. It was 44 Directors’ Dilemmas easy to understand why they wanted someone to invest a significant sum so that they were committed and wouldn’t walk away at the first sign of trouble. Easy also to see how the spectre of losing all might motivate an entrepreneur. Yet this was not what they meant at all. They were talking about when it had failed. Even then, at that early stage, it seemed obvious that venture capitalists spent more time trying to persuade people to get out of things that weren’t doing well than persuading them to stay.

Before we go any further, though, we ought to answer the Texan’s question properly: ‘ A paradigm shift is when the established principles and framework of a market undergo a dramatic shift. ’ Jean Claude Larreche, the marketing guru at INSEAD, uses Swatch as one of the best examples of this. By looking at the watch as a fashion accessory rather than as a timepiece, Swatch was able to massively expand the market. People might want to wear different watches for different occasions. By being the first and keeping its innovative spirit, it took a significant position.

My experience with people in business, especially those in senior positions in companies and even more so with entrepreneurs, is that whatever device it is that is used for adjusting behaviour, it has pretty big steps in it. Incy-wincy little changes are difficult in practice. Probably the most important thing to remember about people’s ability to whip up a crowd or induce a tailspin is that it has nothing to do with the quality of their judgement. ‘You’re not the person I married’ It would be negligent not to mention joint ventures under the heading of situations changing.

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