Why family enterprises must move from ‘paper boards’ to real boards
Without strong governance structures, the board becomes the stage for conflict
SOME boards look impressive on paper, but they exist more in form than in function.
In many Asean countries, boards in family enterprises are established largely as a matter of compliance to meet regulatory requirements, please external stakeholders, or project sophistication.
Yet beyond the formalities, these “paper boards” lack independence, accountability and authority.
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