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Editor's Page

Departments of many of our micro enterprises are often completely run by a single person rather than by teams. These are the ‘lucky’ ones - yet other organisations’ units are conjointly managed and run by the same single person. And outsourcing isn’t always an option, as some industries’  vertical environments are mercenarial by nature.

Thus, such departments not needing and not affording two entities will grind organisations to a halt whenever the individual running them becomes absent. Larger ventures too experience these circumstances in less dramatic proportions.

But as our economies of scale constrain us, they also empower us in being effective all-rounders; our plan B’s, simply because we wouldn’t manage otherwise.

The inherent core competences of Malta’s Executives are many, and they are tough to emulate. They are also tough to manage and control, and good corporate governance helps to no end in so doing. Good corporate governance, the Hon. Francis Zammit Dimech explains in his contribution carried in this issue, is to appoint non-executive directors.  Good corporate governance also dictates that the best non-executive directors are those who are not direct internal stakeholders of the organisation in question. This must have been a key factor in determining 3a Malta’s enviable growth rate. Our interview with managing partner Neville Cutajar, also carried herewith, indeed highlights the matter.

Enjoy your read.

Last modified onSunday, 01 February 2015 09:39

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