In this article, George Dallas argues that corporate governance should not be looked at as an external discipline that imposes costs, but rather as an internal discipline that adds value — it is about creating a corporate culture that embodies and implements core values and principles intended to enhance the quality and sustainability of a firm’s future performance.
CAN CORPORATE GOVERNANCE BE A VALUE DRIVER OR IS IT SIMPLY A NECESSARY COST OF COMPLIANCE?
Particularly in the United States, but also globally, much of the recent focus of companies in the area of corporate governance has been in terms of compliance with Sarbanes-Oxley, most notably its section 404 on internal controls. This is a costly and complex process and carries with it the overhang of prosecution, both civil and criminal. Outside the United States there is the additional dimension of imposed compliance with another country’s regulatory requirements — which can be not only costly, but also at odds with prevailing governance structures. In this context one should not be surprised to see many weary and threatened corporate executives viewing governance reform as a costly compliance burden whose benefits may not outweigh its costs.
