This is Part 6 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 6 interviews Lamin Manjang, the Group CEO for West Africa operations of Standard Chartered Bank. His previous assignments with the Bank recently included a stint as Group CEO of the Bank's East Africa operations.
In Part 6, Lamin responds to the second of three questions:
"How well did Corporate Africa mitigate the risks of the COVID 19 pandemic? What lessons have been learnt?".
This is Part 5 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 5 sees the return for a second question of Stanley Tsikirayi, a highly experienced governance practitioner who serves on Boards in Eastern & Southern Africa.
This is Part 4 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 4 interviews Sadia Chinery-Hesse, Group Head, Legal & Company Secretary, Enterprise Group West Africa. Enterprise are an insurance company headquartered in Ghana, with operations in Nigeria and The Gambia.
This is Part 3 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 3 interviews Mr Lamin Manjang, the Group CEO for West Africa operations of Standard Chartered Bank. His previous assignments with the bank recently included a stint as Group CEO of the bank's East Africa operations. In Part 3, Lamin responds to the first of three questions: "In the African context, how foreseeable was a pandemic?".
In principle, a Board's VFM to stakeholders is the ratio of gross value-added (GVA) to gross cost (GC). So, the evaluation of board effectiveness/VFM should ideally include the experienced and skilled estimates of both factors.
This GC research that is being updated contributes to that process and should be replicated in other contexts. Of course, the reasonable assessment of GVA is much more fiendishly difficult!
It is, however, increasingly evident that many traditional models of the evaluation of Board GVA are unduly narrow in scope and can benefit from the insights of modern social and business behavioural sciences. Given the increasingly worrisome impact of corporate behaviour on the sustainability of societies and on the natural environment, the time for 20th century evaluations of Board GVA must surely have ended. Nature's unleashing of COVID 19 is surely a declaration to humanity of "time's up"!
Responsible Boards will be demanding insights that deploy credible social and business science knowledge to assist them in the effective discharge of their duty of care to all stakeholders.
