An analysis of the respective roles. Can or should they ever be held by the same person? Is there any such thing as a non-executive Chairman, and what should his/her time commitment be? Who really runs the business and where does the buck stop? The Board has a duty to deal with an underperforming Chief Executive. How can an underperforming Chairman be held to task and if necessary let go?
Daniel Hodson was the Mercers' School Memorial Professor of Commerce between 1999 and 2002, lecturing widely on governance.
Daniel Hodson's early career spanned both marketing and financial roles. He became Deputy CEO of Nationwide Building Society in 1989 and in 1993 was appointed CEO of LIFFE plc, a post held until 1998. Daniel has extensive experience as non-executive director of The Post Office, Rolfe and Nolan plc, Independent Insurance Group and the London Clearing House plc.
He is a non-executive director of SVM Global plc and Chairman of BPLGlobal (Holdings) Ltd. He is also a former Master of the Mercers Company and Chairman of the Lokahi Foundation.
All of his previous lectures can be accessed here.