Corporate Governance
The responsibility of making decisions from the top
Governance means deciding the future of the company and being accountable for the consequences
San Telmo understands corporate governance as a responsibility of those at the top: owners, board members and chief executives must diagnose the current reality, choose the future and ensure the organization moves towards it. This area of expertise brings together decades of teaching and research in Business Policy, corporate governance and general management, with an approach that seeks both business effectiveness and fairness within the organization.
Board and Executive Management: one shared project
An essential part of good governance is structuring the relationship between the Board of Directors and Executive Management: understanding the business, assessing key decisions and ensuring accountability without taking over management responsibilities.
- Executive Management, in turn, must provide the Board with the information it needs to understand the value chain, risks, capabilities and future outlook. Neither an intrusive Board nor a management team that avoids oversight supports good governance.
- San Telmo explores this relationship through real cases and situations, focusing on the responsibilities of those at the top of the organization.
Cases and research for learning to govern
San Telmo’s expertise in governance is grounded in applied research and a longstanding tradition of cases and technical notes.
- Cases on ownership, power, boards of directors, conflicts between management and ownership, succession and institutional design.
- The Case Method places participants in the position of those who must decide without absolute certainty. By testing alternatives with other owners, board members and executives, participants develop sound judgment, prudence and the ability to take responsibility for the consequences of their decisions.
The Corporate Governance Program: executive education from the top
The Corporate Governance Program is the most focused expression of this area of expertise. It is designed for those who need to move beyond day-to-day management and address the responsibilities of ownership, the Board and senior management.
The program addresses governance from an integrated perspective: corporate governance, finance for governance, oversight and corporate control, talent management, commercial management and operations as viewed from the Board.
The questions governance must address
Good governance begins by identifying which decisions go beyond ordinary management. San Telmo’s academic tradition helps structure those decisions around closely connected areas:
Business
Understand where value is created and destroyed, which changes affect customers and markets, and which businesses should be strengthened, transformed or exited. Governance must ensure that the company retains a genuine business logic.
Structure and organization
Build an organization capable of executing strategy: clear responsibilities, the right teams, succession, talent development and a healthy relationship among ownership, the Board, management and the rest of the organization.
Execution and follow-through
A governance decision produces results only when it becomes action. Planning, information, follow-up, control and dialogue between the Board and management make it possible to verify progress and correct course when necessary.
Institutional design
Define the kind of company to be built, how ownership is structured, the role of the Board, the values that guide decisions and how responsibilities to shareholders, employees, customers and society are addressed. Long-term continuity requires strong institutions, not just good short-term results.
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Open events, sessions and forums on governance and senior management.
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