Authentic Leaders 'Get' Governance

William W. George

}
//]]>
</script>
<input type="hidden" name="__VIEWSTATEGENERATOR" id="__VIEWSTATEGENERATOR" value="E39AC016" />
<script type="text/javascript">RegisterSod("sp.core.js", "\u002f_layouts\u002fsp.core.js?rev=7ByNlH\u00252BvcgRJg\u00252BRCctdC0w\u00253D\u00253D");</script><script type="text/javascript">RegisterSod("sp.res.resx", "\u002f_layouts\u002fScriptResx.ashx?culture=en\u00252Dus\u0026name=SP\u00252ERes\u0026rev=b6\u00252FcRx1a6orhAQ\u00252FcF\u00252B0ytQ\u00253D\u00253D");</script><script type="text/javascript">RegisterSod("sp.ui.dialog.js", "\u002f_layouts\u002fsp.ui.dialog.js?rev=Tpcmo1\u00252FSu6R0yewHowDl5g\u00253D\u00253D");RegisterSodDep("sp.ui.dialog.js", "sp.core.js");RegisterSodDep("sp.ui.dialog.js", "sp.res.resx");</script><script type="text/javascript">RegisterSod("core.js", "\u002f_layouts\u002f1033\u002fcore.js?rev=Emb5hNX1RZMNXk9oS82yvA\u00253D\u00253D");</script>
<script type="text/javascript">
//<![CDATA[
var _spFormDigestRefreshInterval = 1440000;window.g_updateFormDigestPageLoaded = new Date(); window.g_updateFormDigestPageLoaded.setDate(window.g_updateFormDigestPageLoaded.getDate() -5);function loadMDN2() { EnsureScript('MDN.js', typeof(loadFilterFn), null); }
function loadMDN1() { ExecuteOrDelayUntilScriptLoaded(loadMDN2, 'sp.ribbon.js'); }
_spBodyOnLoadFunctionNames.push('loadMDN1');//]]>
</script>
<script type="text/javascript">RegisterSod("sp.runtime.js", "\u002f_layouts\u002fsp.runtime.js?rev=IGffcZfunndj0247nOxKVg\u00253D\u00253D");RegisterSodDep("sp.runtime.js", "sp.core.js");RegisterSodDep("sp.runtime.js", "sp.res.resx");</script><script type="text/javascript">RegisterSod("sp.js", "\u002f_layouts\u002fsp.js?rev=\u00252B4ZEyA892P3T0504qi0paw\u00253D\u00253D");RegisterSodDep("sp.js", "sp.core.js");RegisterSodDep("sp.js", "sp.runtime.js");RegisterSodDep("sp.js", "sp.ui.dialog.js");RegisterSodDep("sp.js", "sp.res.resx");</script><script type="text/javascript">RegisterSod("cui.js", "\u002f_layouts\u002fcui.js?rev=OOyJv78CADNBeet\u00252FvTvniQ\u00253D\u00253D");</script><script type="text/javascript">RegisterSod("inplview", "\u002f_layouts\u002finplview.js?rev=WB6Gy8a027aeNCq7koVCUg\u00253D\u00253D");RegisterSodDep("inplview", "core.js");RegisterSodDep("inplview", "sp.js");</script><script type="text/javascript">RegisterSod("ribbon", "\u002f_layouts\u002fsp.ribbon.js?rev=F\u00252BUEJ66rbXzSvpf7nN69wQ\u00253D\u00253D");RegisterSodDep("ribbon", "core.js");RegisterSodDep("ribbon", "sp.core.js");RegisterSodDep("ribbon", "sp.js");RegisterSodDep("ribbon", "cui.js");RegisterSodDep("ribbon", "sp.res.resx");RegisterSodDep("ribbon", "sp.runtime.js");RegisterSodDep("ribbon", "inplview");</script><script type="text/javascript">RegisterSod("sp.ui.policy.resources.resx", "\u002f_layouts\u002fScriptResx.ashx?culture=en\u00252Dus\u0026name=SP\u00252EUI\u00252EPolicy\u00252EResources\u0026rev=YhBHGmUAGyJ3lAgSdE4V\u00252Fw\u00253D\u00253D");</script><script type="text/javascript">RegisterSod("mdn.js", "\u002f_layouts\u002fmdn.js?rev=gwmFFJ2\u00252FfFacqXWAqG\u00252FqKg\u00253D\u00253D");RegisterSodDep("mdn.js", "sp.core.js");RegisterSodDep("mdn.js", "sp.runtime.js");RegisterSodDep("mdn.js", "sp.js");RegisterSodDep("mdn.js", "cui.js");RegisterSodDep("mdn.js", "ribbon");RegisterSodDep("mdn.js", "sp.ui.policy.resources.resx");</script>
<script type="text/javascript">
//<![CDATA[

function _spNavigateHierarchyEx(nodeDiv, dataSourceId, dataPath, url, listInContext, type, additionalQString) {
    SetAdditionalNavigateHierarchyQString(additionalQString);
    g_originalSPNavigateFunc(nodeDiv, dataSourceId, dataPath, url, listInContext, type);
}

g_originalSPNavigateFunc = _spNavigateHierarchy;
_spNavigateHierarchy = _spNavigateHierarchyEx;
var _fV4UI = true;//]]>
</script>
<script type="text/javascript">RegisterSod("msstring.js", "\u002f_layouts\u002f1033\u002fmsstring.js?rev=QtiIcPH3HV7LgVSO7vONFg\u00253D\u00253D");</script><script type="text/javascript">RegisterSod("browserScript", "\u002f_layouts\u002f1033\u002fnon_ie.js?rev=EVTj1bu32\u00252FMla6SDN\u00252FsNTA\u00253D\u00253D");</script>
<script type="text/javascript">
//<![CDATA[
var __wpmExportWarning='This Web Part Page has been personalized. As a result, one or more Web Part properties may contain confidential information. Make sure the properties contain information that is safe for others to read. After exporting this Web Part, view properties in the Web Part description file (.WebPart) by using a text editor such as Microsoft Notepad.';var __wpmCloseProviderWarning='You are about to close this Web Part.  It is currently providing data to other Web Parts, and these connections will be deleted if this Web Part is closed.  To close this Web Part, click OK.  To keep this Web Part, click Cancel.';var __wpmDeleteWarning='You are about to permanently delete this Web Part.  Are you sure you want to do this?  To delete this Web Part, click OK.  To keep this Web Part, click Cancel.';//]]>
</script>
</form>

Go to main content

Article | Directorship

Authentic Leaders 'Get' Governance

by William W. George

Keywords: Leadership; Governance;

Format: Print

Find at Harvard

Citation:

George, William W. "Authentic Leaders 'Get' Governance." Directorship 29, no. 8 (September 2003).

About the Author

William W. George

Senior Fellow

General Management

View Profile »
View Publications »

More from the Author

Article | Harvard Business Review | October 14, 2019

The CEO's Guide to Retirement

Bill George

Some CEOs remain in the role too long, hurting investors, employees, and their own legacy. The author sees a frequent reason for that: CEOs don’t know how to identify the optimal time to retire, and they procrastinate because they can’t imagine what they will do after they leave the job. In this article he presents questions that chief executives can ask themselves to determine the right time for an exit; a step-by-step process for stepping down; and an overview of the options a former CEO may find fulfilling.

Keywords: CEO; executive retirement; Retirement; Decision Making; Planning;

Citation:
George, Bill. "The CEO's Guide to Retirement." Harvard Business Review 97, no. 6 (November–December 2019): 64–68. View Details

Cite View Details Find at Harvard Register to Read Related
Case | HBS Case Collection | June 2018 (Revised June 2018)

Facebook Confronts a Crisis of Trust

William W. George and Amram Migdal

The case, “Facebook Confronts a Crisis of Trust,” starts with the crisis Facebook founder and CEO Mark Zuckerberg is facing in March 2018 over Cambridge Analytica’s accessing data from 87 million Facebook accounts in order to influence the 2016 U.S. Presidential election. The case covers Facebook’s advertising business model, the Congressional uproar that follows, the opposing views of Apple CEO Tim Cook, and pending regulations of user privacy. The case provides an opportunity to discuss why Zuckerberg handled the crisis as he did, plus the importance of user trust, the role of the new technology giants in protecting user privacy, and the potential for regulating the treatment of private user information.

Keywords: Facebook; data privacy; data manipulation; data science; political campaigns; political influence; voter mobilization; voters' interests; election outcomes; Elections; cambridge analytica; Mark Zuckerberg; sheryl sandberg; Voting; Decision Making; Demographics; Ethics; Geopolitical Units; Government and Politics; Government Legislation; National Security; Political Elections; Information Management; Leadership; Leadership Style; Crisis Management; Social Psychology; Personal Characteristics; Power and Influence; Society; Public Opinion; Technology Industry; United States; United Kingdom;

Citation:
George, William W., and Amram Migdal. "Facebook Confronts a Crisis of Trust." Harvard Business School Case 318-145, June 2018. (Revised June 2018.) View Details

Cite View Details Educators Purchase Related
Case | HBS Case Collection | May 2017

Battle for the Soul of Capitalism: Unilever and the Kraft Heinz Takeover Bid (A)

William W. George and Amram Migdal

This case describes Kraft Heinz Company’s (KHC) February 2017 unsolicited $143 billion takeover offer to acquire Unilever. The offer was made to Unilever CEO Paul Polman by KHC chairman Alexandre Behring, who was also co-founder and CEO of Brazilian-based 3G Capital (3G). Since being acquired by 3G in 2013, KHC profit margins had increased by more than half, to 28%, well above food industry averages, as its share price rose 24%. The case examines the divergent approaches to value creation embraced by 3G and Unilever, respectively. 3G had a well-earned reputation for immediate return to shareholders by cutting costs in its acquired companies, creating rapid increases in earnings and cash flow. Under the leadership of co-founder Jorge Paulo Lemann, 3G had teamed with Warren Buffet’s Berkshire Hathaway in recent years on the acquisitions of Burger King, which then bought Tim Horton’s in Canada, and H.J. Heinz, which subsequently acquired Kraft Foods. Under Polman’s leadership, Unilever focused on long-term shareholder value accretion with a multi-stakeholder approach that emphasized global growth in revenues and earnings through deep penetration in rapidly growing emerging markets and creation of competitive advantage through sustainability. In Polman’s eight years at the helm, Unilever had delivered a 190% return to its shareholders. The case presents Polman’s dilemma: a takeover of Unilever by KHC/3G could erode the company’s commitment to sustainability and a multi-stakeholder model, and the 18% premium of KHC/3G’s offer undervalued Unilever and its long-term value creation strategy. However, 3G’s emphasis on efficiency could enhance Unilever’s profitability, and Polman was obliged to give serious consideration to the KHC offer and whether it would drive near-term value creation for Unilever shareholders.

Keywords: Acquisition; Value Creation; Decision Choices and Conditions;

Citation:
George, William W., and Amram Migdal. "Battle for the Soul of Capitalism: Unilever and the Kraft Heinz Takeover Bid (A)." Harvard Business School Case 317-127, May 2017. View Details

Cite View Details Educators Purchase Related

Faculty & Research

Authentic Leaders 'Get' Governance

Citation:

About the Author

More from the Author