Mismanagement at Tepco is a symptom of deeper governance progems in corporate Japan
– Article by Nicholas Benes, at http://on.wsj.com/is5TJd
If you have trouble accessing/viewing the article, please feel free to contactBDTI at info@bdit.or.jp.
Month: June 2011
Survey: “Ｗho is Responsible for Fukushima? What Structural Factors Were Involved?”
BDTI is doing an informal survey of opinions among Japanese persons on the topic of: who is responsible for Fukushima, and what structural factors caused it to happen (or aggravated it)?
The Supreme Irony: To Be a “Relatively” Good Manager, Make the Company “Too Big to Fail” !
(PDTI has received this apt comment from a viewer who prefers to remain anonymous)
Japanese versus US handling of JSOX/SOX Control Deficiencies
In regards to Subsidiary (in the US) versus US Public Company responsses to JSOX/SOX deficiencies: US Company Execs seem quite accepting of having a handful of minor deficiencies found each quarter as long as there are no significant deficiencies or material weaknesses. They treat these minor deficiencies as a method of improvement to deal with […]
Attitudes Towards Corporate Governance: How do Japanese Views Compare with the Views of Long-Time Foreign Residents Here?
Although there were not enough foreign respondents to BDTI's survey on attitudes by them towards corporate governance to make the results statistically significant, we did get 72 respondents and a number of insights and interesting contrasts.
The full-fledged (prior) response results from Japanese participantsare summarized at bottom below.Below, are some ofthe intriguing highlightsandcontrasts from the survey of foreigners.
“Can Governments Energize Entrepreneurs?”
Bob Eberhart, a Professor at Stanford's SPRIE and the Stanford Project on Japanese Entrepreneurship, gave an excellent presentation toa group of us this week. You can download his materials at:
“Risk Intelligence” in Practice!
Here in Japan, the extreme importance of risk intelligence – taking on the right amount of risk andunderstanding, avoiding andmanaging the rest – has been made blazingly clear in recent months. These report make clear what are the practices that can be used to optimize risk intelligence, and what are the benefits.
GENERAL PRACTICE
Board Leadership (May 2011)
http://bdti.mastertree.jp/f/vcxe3zjl
Fueling the Succession Pipeline(April 2011)
Bob Monks: “And the answer is…. I still don’t know”….. is a very honest answer to some very good questions!
(From Robert A.G. Monks' blog, http://www.ragm.com .)
And the answer is…. I still don't know
Board Leadership Around the World, …and Fueling the Succession Pipeline
These two recent reports by Deloitte seem to fit together like hand and glove.
The first, Board Leadership: A Global Perspective, describes the emerging trends in various major markets around the world with respect to the roles of CEO, Chairman (split roles or same person? independent Chairman?) and lead directors, etc.
Article on BDTI: Social Entrepreneurship in Japan is Alive and Well !
The British Chamber of Commerce in Japan's magazine, Acumen, published an interview with Representative Director Nicholas Benes about BDTI. Since we will be undertaking a fundraising drive soon, we hope this article willhelp us locate potential donorsand acquaint them with us.Pleasesend it around!
http://bccjacumen.com/issues/2011/06/social-entrepreneurship/