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MILLSTEIN CENTER‐ECGI CONFERENCE ON: Board 3.0: Bringing the Private Equity Model to Public Companies

MILLSTEIN CENTER‐ECGI CONFERENCE ON: Board 3.0: Bringing the Private Equity Model to Public... In a recent conference organized by Columbia Law School's Millstein Center and the European Corporate Governance Institute, law and econ scholars Jeff Gordon and Ron Gilson discuss with other academics and a remarkably varied and distinguished group of practitioners the possibility of “porting” elements of the private equity governance model to public companies to achieve what they describe as “Board 3.0.” The public company “monitoring” boards of the recent past—composed for the most part of part‐time, “thinly informed,” and “boundedly motivated” directors dependent upon corporate management for information about the company—are seen as evolving toward the “thickly informed, well‐resourced, and powerfully motivated” directors that Gordon and Gilson see as required to function more like “partners” in the business, helping steer management toward the long‐run value‐maximizing strategic and operating decisions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Applied Corporate Finance Wiley

MILLSTEIN CENTER‐ECGI CONFERENCE ON: Board 3.0: Bringing the Private Equity Model to Public Companies

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Publisher
Wiley
Copyright
Copyright © 2021 Cantillon and Mann
ISSN
1078-1196
eISSN
1745-6622
DOI
10.1111/jacf.12472
Publisher site
See Article on Publisher Site

Abstract

In a recent conference organized by Columbia Law School's Millstein Center and the European Corporate Governance Institute, law and econ scholars Jeff Gordon and Ron Gilson discuss with other academics and a remarkably varied and distinguished group of practitioners the possibility of “porting” elements of the private equity governance model to public companies to achieve what they describe as “Board 3.0.” The public company “monitoring” boards of the recent past—composed for the most part of part‐time, “thinly informed,” and “boundedly motivated” directors dependent upon corporate management for information about the company—are seen as evolving toward the “thickly informed, well‐resourced, and powerfully motivated” directors that Gordon and Gilson see as required to function more like “partners” in the business, helping steer management toward the long‐run value‐maximizing strategic and operating decisions.

Journal

Journal of Applied Corporate Finance – Wiley

Published: Sep 1, 2021

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