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In the aftermath of financial scandals, much good work is being done on the procedures that frame corporate governance. However, to achieve a quantum leap in the effectiveness of the board of directors, the focus should now shift from the procedures that frame corporate governance to what happens within this frame, namely to the process of corporate governance. To transform this process, the author shows how the concept of business value can help the board understand where, how and how much value is created throughout the business flow.

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