Governance in Question

As opposed to the worst case scenario in corporate governance, one might review the current global affairs to be a ‘bona fide’.

By Ellysutra Sulaiman

Too often, carbon copy displays of governance protocols are complimented after influential trade conglomerates instead of the corporate competitiveness as practiced by leading industries.

Oscillating the corporate world with real time processes of problem solving, policy defining and decision making are a dynamic breed of fat cats, or so thought by a common man on the street not even known why.

As we momentarily delve into this mystical realm popularly believed to be of highly-grossed CEO annual income and swanky-marbled floors of its board rooms, we are further intrigued by the trends of Atlantic-crossings on a ridiculously minimalistic air balloon, trigger-happy executive TV shows and down-dressings in high profile public appearances.

Be the guess which CEOs per attributed.

Big ticket executive cat-and-mouse chases to board level experiences seemed to have taken an unexpected twist to the whole story.

The resultant situation here in Asia reveals a mere glimpse of impactful resource management still elusive to the advancements of technologies, yet considered to be strategically installed.

Engagement rules and processes that modifies the way board directors focus on governance matters have led to a flexibly collective system by exploring various discourses.

More in-depth knowledge are inexplicably implied as behaviors in the paths of discussion takes on unanticipated turns when challenging a single-contesting opinion.

In India, an elected board director could unabashedly drag on his usual rants of problems with the incumbent management, until he re-invents self-approach by highlighting what insights he already half-knew to the further requirements of ground reports.

Unparalleled perspectives on a questionable footing, he fully understood the concerns of a governance that moves the motion in the board room to re-ignite solution formulas.

Juggernauting maverick entry points into board room debates may be his thing, but aligning regulatory standards may be just as considerably difficult in finding.

The only way in settling matters is to march them all to the board room, under those watchful eyes of silhouetted checks and balances.

Nothing could go wrong when common interests are at an all-time high.

And time is of an essence for the CEO and his team, holding accountability for a largely staffed corporation and fundamentally sensitive stake holders.

Impending problems emerging, problems at hand refuting.

The board room yearns for a Jerry Seinfeld calibre to sit in and remind them all that ‘Every dog will have its day’.

By January 2015, market surveillance and competitive intelligence reports ushered in by the Law of Numbers Game showed no economic improvements and favorable returns of investments during dull industrial seasons.

Reasons are clear.

The hierarchy that exists within a corporation is solely meant to exercise optimum effectiveness with its structural change management.

There is a proverb saying in Malay that goes, “Lidah tidak bertulang” meaning “The boneless tongue” inferring to special circumstances verily capable to summon oratorical attention towards an objective in mind.

By meaning of structural, the top-down or bottom-up approach to the hierarchical format within a corporate body may or may not necessarily generate interests to conclusive bottom lines.

Literally, a long and many winding road is laid sprawling before a GPS-equipped corporate governance traveller, inquisitive if his ‘irrational exuberance’ to bite-sized travels will experience a pay cut.

Any persists with salvaging the available resources, environmental sustainability and human capital that were left almost barren, the much banked upon platform like none other with every economic mechanisms is recommended be in order, priorly be put to the litmus test.

Consequentially bereft of an unilaterally-optimistic morale system, motivating the working class becomes an empirical task, the board room struggles in evade of situational stalemates whilst validating the systematic blueprint.

The board room meeting table is overloaded with meeting minutes and instruction plans,

Templates and regulations are to be measured for readjustments.

Public policies are reconsidered.

Game plans reenergized.

With the absence of an alternative catalyst to perfectly pitch the practice of human drivers to a successful board room, dependency to an effective chairperson is heightened.

If at all productivity stages appear non-regulated, control options to be considered will then face unforeseen failings.

By now, a leadership discourse could be seriously considered as key to corporate governance, that illustrates almost half of the equation.


Ellysutra Sulaiman is an independent industry commentator and the author of adventure novels ‘Aces High @ 23 Wall Street’ and ‘F-A-M-E ‘ze Great’. He has worked for Singapore Police Force, Singapore International Monetary Exchange, Singapore Exchange, Mediacorp Radio and Phillips Securities.


Published by alexandersolomon

Alexander Solomon LLP Singapore ACRA T15LL1711H l l

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