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Primary Article

Keeping Control of the Agenda

Corporate Governance in a Crisis

William F. Loftus and James E. Rogers
Turnaround Management Spring 2004, 2004 (1) 29-34
William F. Loftus
Managing director at LoftusGroup LLC in New York, NY. wfloftus@loftusgroup.com
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  • For correspondence: wfloftus@loftusgroup.com
James E. Rogers
A consultant with LoftusGroup LLC in New York, NY. jrogers@loftusgroup.com
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  • For correspondence: jrogers@loftusgroup.com
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Abstract

Corporate governance is the process by which “control constituents”—managements, lenders, investors, employees, vendors, customers and various other stakeholders in a company's business—influence the management processes required for definition and execution of day-to-day operational and financial agendas. In a business crisis, the governance status quo and control of the business can be deranged by the fulcrum control constituent or constituents who are aggressive and able enough to seize it. The appropriate control constituents must emerge to lead what are typically unaligned groups if the governance process is to be effective in maximizing value for stakeholders.

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Turnaround Management: 2004 (1)
Turnaround Management III: A Guide to Corporate Restructuring and Renewal
Vol. 2004, Issue 1
Spring 2004
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Keeping Control of the Agenda
William F. Loftus, James E. Rogers
Turnaround Management Mar 2004, 2004 (1) 29-34;

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Keeping Control of the Agenda
William F. Loftus, James E. Rogers
Turnaround Management Mar 2004, 2004 (1) 29-34;
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