Widening horizons of a continental offensive

Article Abstract:

The Scottish Enterprise (SE) developed its European Strategy Programme to prepare and support Scottish companies intending to compete in the Single European Market. The program has four phases. The first phase entails the evaluation of the participating company's potential in Europe using the strengths-weaknesses-opportunities-threats exercise. The next phase involves making a list of options and choosing a strategy from these options. The development of a detailed blueprint of the chosen strategy is the goal of the third phase. The program's final phase is the implementation of the strategy. The SE's program is open only to companies with a 10 million pounds sterling turnover, precisely because these firms are more likely to have well-developed organizations and the resources needed in the execution of a European strategy.

Management consulting services, Services, Scotland, Business consultants, Management consultants, Scottish Enterprise, Corporations, Scottish

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Funds find it hard to digest APB's new course

Article Abstract:

British fund managers are faced with two new sets of drastic measures intended to raise the standards of corporate governance and accountability. In Dec 1992, the Cadbury Committee released the final form of its code of practice. The measures contained in the new code include increasing the power of independent non-executive directors, curbing the influence of executives and requiring board directors to submit reports on certain issues. More daunting than the challenge presented by Cadbury's code is the Auditing Practices Board's (APB) paper entitled 'The Future Development of Auditing.' The APB proposals call for auditors to respond to the changing demands for monitoring corporate behavior. Many fund managers feel the APB proposals are excessive, claiming that they are 'too much, too fast.'

Auditing, Auditors, Auditing Practices Committee

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Stopping the boardroom buck

Article Abstract:

A debate over how to raise the standards of corporate governance for British corporations has resulted in a proposal to establish a code of best practice. A significant element in this proposal is the role of non-executives in the corporate structure. Non-executives are called on to exert their authority in ensuring that directors of corporate boards are functioning at a maximum level. Difficulties are foreseen in possible narrow interpretations of this authority by the public and in the executives' use of this policing function to their advantage for shielding purposes against fellow executives. Some European corporations are already showing signs of resistance to this role of non-executives through two-layered structures wherein executives bypass non-executives.

United Kingdom, Corporate directors, Corporations, British

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