A richly detailed and context-heavy guidebook for improving corporate directorship.
Foster, the founder and managing partner of Current Capital Partners, offers a set of precepts for improving corporate management.
With this work, the author aims to provide a corporate handbook for an ever-changing business world by basing it on four tenets: that the board of directors oversees management, but management handles the details of a business; that directors should be held entirely accountable; that mergers and acquisitions or leveraged buyouts should be viewed as “a significant part of the corporate landscape”; and that corporations should be aware that their role in society is in the midst of a period of intense debate. With all these tenets in mind, Foster then turns to his central subject: the idea of corporate governance. He offers a brief overview of the history of this concept and shares many quotes from people who are in positions to insightfully comment. For example, he speaks to former White House chief of staff under the Biden administration and current chief legal officer for Airbnb Ron Klain: “The president is the chair of the board and in some ways the entire board himself,” Klain observes. “What you’re trying to do is muster the organization to achieve his or her goals and objectives.” Throughout, these expert outside voices complement Foster’s when addresses every phase of corporate directorship, in good times and bad. Former bankruptcy judge Shelley Chapman, for instance, talks with the author about the “very big challenge and responsibility” of being the director of a distressed company, and how that circumstance changes the balance of priorities.
This personalized contextualization gives Foster’s book a steadily accumulating feeling of authority. While discussing each aspect of corporate leadership, the author presents real-world examples, as in the case of Nikola, a maker of alternative-fuel trucks that was led into chaos by its former chief executive: “Inaccurate disclosures by a company, particularly by its chair and/or CEO, can cause a crisis,” Foster writes, adding commentary from current Nikola CEO Steve Girsky to hammer home the lesson: “Having a group of independent directors is valuable,” that executive tells Foster. “You want people who are comfortable with discomfort.” The remit of Foster’s book is deliberately narrow, mainly tailored to his fellow executives and C-suite directors; however, his consistent grounding of precepts in pragmatic examples—often narrated by the people who were there at the time—will certainly increase the book’s value for that readership. Foster repeatedly asserts that corporate governance has grown stronger over the past generation, and he offers his book as a way to lay the groundwork for future improvement. Specifically, he urges companies not only to think about their shareholders, but also to take into account a broader crowd of stakeholders: the people and communities affected by their decisions. These stakeholders will likely be happy to note this book’s consistent tone of moral uprightness and ethical responsibility—although more cynical readers, noting numerous examples of modern-day corporate corruption, may wonder if anybody’s listening.
A richly detailed and context-heavy guidebook for improving corporate directorship.Pub Date: July 22, 2025
ISBN: 9798895150146
Page Count: 352
Publisher: Radius Book Group
Review Posted Online: July 8, 2025
Kirkus Reviews Issue: Sept. 1, 2025
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
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These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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