2009年-世界发展银行全球_Getting_Universities_to_Adopt_Corporate_Governance_-_Not_as_Easy_as_It_Looks_3页_863kb

APRIL 2009 IFC SmartLessons Summary

Core Content

This document outlines the key lessons learned from the implementation of the first corporate governance course in Pakistan, as part of IFC's Corporate Governance Project. The goal of the project is to establish sustainable capacity in Pakistan for improving corporate governance practices to international standards using local resources. A specific focus was on integrating corporate governance into the MBA curriculum of a local university.

Main Goal

The primary objective of the IFC Corporate Governance Project in Pakistan is to build sustainable institutional capacity to improve corporate governance practices. This includes:

• Establishing a robust regulatory framework
• Training directors and improving board performance
• Educating the media on reporting corporate governance issues
• Incorporating corporate governance into business school curricula

Key Steps in the Curriculum Integration Process

• Getting buy-in from faculty and students at the beginning
• Conducting a Training of Trainers (TOT) for faculty
• Strengthening relationships with key stakeholders at the university
• Remaining connected with students to reinforce the importance of corporate governance

Lessons Learned

1) Get buy-in at the outset

• The project team started with a local university to manage potential challenges with close attention.
• A half-day seminar was conducted to gauge interest and requirements from faculty, the head of the business school, and postgraduate students.
• The seminar confirmed sufficient support to proceed with curriculum development and TOT design.

2) Make course corrections in a timely manner

• The initial training went smoothly, but the audience became disengaged and even agitated as the content became more complex.
• The project team recognized the shift in responsibility from IFC to the faculty and took steps to motivate them.
• By bringing in key opinion leaders and highlighting their experiences, the team managed to re-engage the audience and turn the training into a positive learning experience.

3) Continue to build bridges with the key stakeholders after the event

• Engagement with the university did not stop after the TOT; follow-up was conducted to ensure the project moved forward.
• The head of finance, who had initially sponsored the project, became unavailable, so the team focused on his senior lecturer.
• The lecturer was initially reluctant due to perceived low student interest, but the team presented a compelling business case.
• As a result, 30 students enrolled in the corporate governance elective course.

4) Reinforce the relationship with the end user

• After student enrollment, an orientation session was organized with a videoconference involving the students, the Pakistan Institute of Corporate Governance, and IFC.
• The session aimed to nurture students into ambassadors of corporate governance at their university.
• The interactive discussion covered local perspectives on corporate governance and its challenges and opportunities.
• Students were rewarded with participation certificates, which generated enthusiasm and improved prospects for future enrollments.

Afterword

• IFC plans to continue engaging with students after the course ends.
• The university has shown positive response, including an invitation for IFC to deliver orientation lectures for future batches.
• Other colleges have also expressed interest in using IFC materials for their corporate governance courses.
• The success of the project was attributed to early buy-in, strong stakeholder relationships, timely course adjustments, and student engagement.

Key Ingredients for Success

• Early buy-in from faculty and students
• Strong relationships with key stakeholders
• Timely course corrections with backup plans
• Nurturing students to become ambassadors of corporate governance

Disclaimer

• IFC SmartLessons is an initiative to share lessons from development-oriented advisory services.
• The findings and conclusions in this document reflect the author's views and do not necessarily represent those of IFC, the World Bank, or its partner organizations.
• IFC does not assume responsibility for the completeness or accuracy of the information provided.