| Abstract: | The boards of subsidiary companies are an underexploited resource for global companies. While many executives feel that these boards should exist only on paper, the authors demonstrate that the boards of subsidiary companies offer real opportunities for adding value. A range of roles are described for four types of boards: nominal, paper, devolved and partnership. Many pressures will take boards toward the more robust roles. Companies should establish mandates and structure the membership of the boards of these subsidiary companies consistent with their potential contribution to the bottom line. |
