Decision-making and corporate governance have always been important functions in a company, but never more so than in the current post-Enron/Andersen business environment
Author very active in conference circles, addressing thousands in industry events.
Offers up to date coverage of an increasingly important topic, citing a proven approach that draws from leading companies and provides a composite of what not to do based on companies like Anderson and Enron
The approaches have been successfully proven in a number of leading companies, whose case studies are included in the book
This book acts as a framework for corporate officers and senior-level executives who need to redesign their own decision-making, risk, and governance processes