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????通常人們都認(rèn)為“高層決策英明”和“公司治理有序”這類口號(hào)沒有實(shí)際意義,；但在危機(jī)當(dāng)中,，這些話聽起來既順耳又有力。

????重大危機(jī)襲來時(shí),，僅僅對(duì)公司的管理或決策進(jìn)行修修補(bǔ)補(bǔ)無濟(jì)于事,，而需要對(duì)公司的治理和決策進(jìn)行徹底的改革。新聞集團(tuán)（News Corp）目前的處境就是如此,。

????因此,，新聞集團(tuán)將在目前的董事會(huì)成員中委派來治愈公司管理上存在的弊?。咳藗儗?duì)此頗為好奇,。

????有人建議,，深陷泥潭的新聞集團(tuán)要解決公司的治理問題,，董事會(huì)成員湯姆?珀金斯應(yīng)該是股東的“救命稻草”,。

????他果真是最佳人選嗎？從1996年起,，湯姆?珀金斯便成為新聞集團(tuán)董事會(huì)成員,。在過去15年中，他對(duì)公司的治理一直發(fā)揮著巨大的影響,。他也是新聞集團(tuán)三個(gè)董事委員會(huì)的成員,，是唯一一位擁有這一資格的董事。顯然,，他對(duì)公司高層的決策制定也要負(fù)一定的責(zé)任,。

此君在惠普的業(yè)績(jī)不盡如人意

????珀金斯曾在惠普公司（HP）擔(dān)任董事，并于2006年5月辭職,。他認(rèn)為公司能招募到馬克?赫德并出任CEO,，自己功不可沒。而且珀金斯也為赫德在新聞集團(tuán)謀得了一個(gè)董事會(huì)席位,。（赫德從惠普公司辭職后,，也退出了新聞集團(tuán)董事會(huì)，當(dāng)時(shí)惠普公司董事會(huì)正就他的作風(fēng)問題對(duì)他進(jìn)行調(diào)查,。）

????在赫德因?yàn)槌舐劧欀?，珀金斯曾一度是惠普公司電話竊聽丑聞的主角。公司針對(duì)董事向媒體泄露機(jī)密信息展開調(diào)查后,，這一丑聞才得以曝光,。

????《紐約時(shí)報(bào)》（New York Times ）于5月24日公布的一份文件中記載了惠普公司的泄密調(diào)查，文件顯示,，珀金斯對(duì)于調(diào)查提出了自己的處理建議,，他提議使用測(cè)謊儀，并對(duì)泄密者的身份多有猜測(cè),，但目標(biāo)搖擺不定,。他還對(duì)董事會(huì)處理調(diào)查結(jié)果的方式提出來自己的觀點(diǎn)。

????盡管珀金斯對(duì)調(diào)查表現(xiàn)出濃厚的興趣,，但作為惠普公司的董事會(huì)成員和治理委員會(huì)主席,，事關(guān)調(diào)查過程和程序的監(jiān)督他又做了哪些努力？《新聞周刊》（Newsweek ）曾引用他在一封信中的說法,，稱這次丑聞是公司“董事會(huì)程序違規(guī),，公司治理的崩潰”,。那么，他在其中又發(fā)揮了什么作用,？

????2008年,，在接受《首席執(zhí)行官》雜志（Chief Executive）采訪時(shí)，他談到了惠普的丑聞：“我堅(jiān)決反對(duì)董事會(huì)泄密,，而且我本人從來沒有泄露過公司的任何機(jī)密,。”他還認(rèn)為“泄密通常是指‘泄露’負(fù)面的‘機(jī)密’信息,?！?/p>

????但據(jù)2007年《紐約客》（New Yorker）的一篇文章描述，2005年,，他對(duì)時(shí)任惠普CEO的卡莉?菲奧莉娜坦白,，自己曾經(jīng)把董事會(huì)關(guān)于菲奧莉娜績(jī)效的審議意見細(xì)節(jié)透露給一名《華爾街日?qǐng)?bào)》（Wall Street Journal）的記者。文章稱,，盡管珀金斯表示,，當(dāng)時(shí)那名記者已經(jīng)掌握了許多詳細(xì)信息，但他還是向菲奧莉娜“表達(dá)了歉意”,。

????2006年5月底,，從惠普公司辭職后，在給獵頭安德里亞?雷蒙德和當(dāng)時(shí)新聞集團(tuán)董事會(huì)所有成員發(fā)送的郵件中,，珀金斯披露了關(guān)于惠普公司董事會(huì)審議的保密信息,。安德里亞?雷蒙德被認(rèn)為是赫德加入惠普的牽線人。

惠普的輻射效應(yīng)

????《紐約客》的文章稱,，珀金斯在2006年5月18日的董事會(huì)會(huì)議上提出辭職后,，便與一位外部法律顧問談?wù)摿俗约弘x開董事會(huì)的原因。當(dāng)時(shí),，他表示辭職是因?yàn)樗饺嗽颍▋H限于他本人與董事會(huì)主席之間）,，并不是與公司存在爭(zhēng)議，因此外部法律顧問只需宣布他辭職,，但無需公布原因,。【美國(guó)證券交易委員會(huì)（SEC）后來曾指責(zé)惠普公司未能在開始階段詳細(xì)披露珀金斯離職的具體原因,?！?/p>

????珀金斯在7月18日的一封郵件中稱，他曾要求,，僅由他和董事會(huì)主席兩個(gè)人來負(fù)責(zé)處理惠普泄密調(diào)查的結(jié)果,，而不是整個(gè)董事會(huì)。

????但時(shí)任惠普公司董事會(huì)主席的帕特麗夏?鄧恩沒有同意他的要求,。在接受《紐約客》采訪時(shí),，鄧恩表示：“湯姆對(duì)公司治理的觀點(diǎn)是：應(yīng)該由少數(shù)人……制定決策……這是硅谷牛仔的做事方式,。”另外值得注意的一點(diǎn)是：鄧恩在接任惠普公司董事會(huì)主席一職時(shí),，曾詢問時(shí)任公司治理委員會(huì)負(fù)責(zé)人的珀金斯,，“公司章程與董事手冊(cè)是否一致”，但“據(jù)珀金斯回憶,，他當(dāng)時(shí)的回復(fù)是：‘我沒讀過,，我也沒打算去讀?！?/p>

????2007年,，珀金斯曾在《華爾街日?qǐng)?bào)》一個(gè)專欄中發(fā)表過關(guān)于公司治理的文章,，他在文中表示,，自己支持的模式，與專注于法律問題的合規(guī)董事會(huì)有非常大的不同,。他寫道：“我曾經(jīng)在關(guān)鍵時(shí)刻辭退了一家公司的審計(jì)師,，靠的就是我的‘嗅覺’?！?/p>

????盡管他信賴自己的嗅覺,，但他卻未能及時(shí)發(fā)現(xiàn)并扼殺惠普的竊聽丑聞，或者新聞集團(tuán)的冒險(xiǎn)文化和行為,。

????所以,，或許珀金斯并不是拯救新聞集團(tuán)于危難的最佳人選。要幫助新聞集團(tuán)擺脫困境,，不僅需要具備應(yīng)對(duì)危機(jī)的專業(yè)知識(shí),，還要足夠老練，但很明顯,，這并不是他的特長(zhǎng),。

珀金斯的替補(bǔ)

????既然珀金斯難當(dāng)大任，還有誰能拯救困境中的新聞集團(tuán),？跳出來看,，鑒于大部分董事一直以來與新聞集團(tuán)的關(guān)系或他們漫長(zhǎng)的任期，他們普遍缺乏獨(dú)立性,。

????韋亞特?丁恩是美國(guó)喬治城大學(xué)的法學(xué)教授,，截止目前，他在新聞集團(tuán)董事會(huì)的任職時(shí)間已長(zhǎng)達(dá)7年,。珀金斯從惠普公司離職后,，丁恩曾為他提供過建議。他在2006年9月《華爾街日?qǐng)?bào)》發(fā)表的一篇評(píng)論文章中稱：“從此以后,，沒有人,，尤其是美國(guó)公司,，敢于聲稱自己不知道未經(jīng)許可獲得他人的電話記錄是錯(cuò)誤和違法的?！?/p>

????但是早在2005年,，公眾就首次對(duì)新聞集團(tuán)的電話竊聽表達(dá)了憂慮，當(dāng)時(shí)獨(dú)立董事的監(jiān)督何在,？而針對(duì)之后警方的調(diào)查,，董事會(huì)又提供了哪些監(jiān)督？

????他們使用了丁恩在評(píng)論文章中吹噓的“董事行為的指路明燈：商業(yè)判斷”,？還是僅僅依賴管理層,？

????上周五之前，面對(duì)危機(jī),，新聞集團(tuán)的反應(yīng)是保持沉默,。當(dāng)然，他們關(guān)閉了《世界新聞報(bào)》（News of the World）,，并放棄了本來就勝算不大的英國(guó)天空電視臺(tái)（BSkyB）的收購(gòu)計(jì)劃,，但是丑聞當(dāng)頭，首要任務(wù)到底是什么,？難道是回購(gòu)股票嗎,？

????上周五，新聞國(guó)際公司（News International）首席執(zhí)行官兼《世界新聞報(bào)》總編麗貝卡?布魯克斯辭職,，之后新聞集團(tuán)旗下道瓊斯集團(tuán)（Dow Jones）的CEO萊斯?辛頓也宣布辭職,。萊斯?辛頓曾擔(dān)任新聞國(guó)際公司CEO。

????目前,，新聞集團(tuán)正在開展公關(guān)攻勢(shì),。但公司董事會(huì)的變化體現(xiàn)在哪里？公司內(nèi)部是否又進(jìn)行了有意義的審查,？

????現(xiàn)在,，新聞集團(tuán)董事會(huì)完全可以徹底換血。

????首要任務(wù)之一是重新設(shè)定CEO,、董事會(huì)和審計(jì)委員會(huì)的目標(biāo)與職責(zé),。

????目前，“新聞集團(tuán)的審計(jì)委員會(huì)負(fù)責(zé)審查公司關(guān)于風(fēng)險(xiǎn)評(píng)估與風(fēng)險(xiǎn)管理的政策和執(zhí)行,，[但]確定公司風(fēng)險(xiǎn)承受能力的適當(dāng)級(jí)別卻是首席執(zhí)行官和高級(jí)管理層的職責(zé),。”

????新聞集團(tuán)是時(shí)候成立獨(dú)立董事會(huì)了,；同時(shí),，要讓獨(dú)立董事會(huì)參與到令人滿意的風(fēng)險(xiǎn)管理以及其他事務(wù)中去。

????如果不對(duì)董事會(huì)做出改革,，那么對(duì)于默多克家族和他們的雇員來說,，不論他們是否身處董事會(huì),，都將無法擺脫目前的困境。

????這個(gè)龐大的媒體帝國(guó)應(yīng)該開啟新的篇章了,。

????本文作者愛麗諾?布洛斯罕是董事會(huì)咨詢機(jī)構(gòu)價(jià)值聯(lián)盟和公司治理聯(lián)盟（The Value Alliance and Corporate Governance Alliance,，http://thevaluealliance.com/）的首席執(zhí)行官。

????The "right tone at the top" and "good governance." Although these phrases are often brushed off as meaningless, in the midst of crisis, these phrases sound both sweet and powerful.

????When a major crisis hits, as is currently the case with News Corp (NWS), it is no longer possible to simply perform touch-up repairs to a company's governance practices or tone. These things often need to be remade whole cloth.

????And that is why it is curious that any current board member would be considered apt to fix News Corp's governance woes.

????It has been suggested that, to fix governance at the beleaguered company, News Corp. board member Tom Perkins is shareholders' "best hope."

????But would he make the best choice? He's been on the News Corp board since 1996 and he has already had 15 years to influence governance there. He sits on all three of News Corp's board committees, the only director with that distinction. Certainly, he has had some level of responsibility for the tone at the top.

A less-than-stellar record at Hewlett-Packard

????Perkins, who was a director at HP (HPQ) before his resignation in May 2006, has said that he helped recruit Mark Hurd to the CEO spot at that company. Perkins also helped Hurd get a News Corp board seat. (Hurd left the News Corp board after his resignation from HP amid an HP board investigation into his ethical conduct.)

????Prior to Hurd's scandal and fall from grace, Perkins was at the center of the earlier HP pretexting, or spying, scandal, which began as an investigation into leaks of confidential information to reporters.

????A May 24 document describing HP's secret leak investigations that was published by the New York Times indicates that Perkins made suggestions about how to handle the secret investigations, recommending the use of lie detectors, and sharing his views, which changed over time, on the potential source of the leaks and how the board should handle the outcome of its investigation.

????Given Perkins' active interest, what efforts, as a board member and as chair of HP's governance committee, did he make to oversee the investigation's processes and procedures? What was his role in what he has characterized in a letter cited by Newsweek as "improper board procedures and breakdowns in corporate governance" at the company?

????"I am categorically against leaking from boards, and I was not involved in any of the leaks," he told Chief Executive magazine in a 2008 interview, referring to the HP scandal, saying "a leak usually [refers to revealing] negative stuff that is [confidential]."

????But, according to a 2007 New Yorker article, he confessed to then-CEO Carly Fiorina that he had spoken to a Wall Street Journal reporter in 2005 about details of board deliberations concerning Fiorina's performance. Although Perkins said the reporter already had many of the details, "Perkins apologized" to Fiorina, the article said.

????After resigning from HP's board, Perkins sent emails in late May 2006 that revealed information from confidential HP board discussions to a headhunter named Andrea Redmond, who was credited with bringing Hurd to HP, and to all of the then-members of the News Corp board.

The HP fallout

????Immediately following his resignation at HP's May 18, 2006 board meeting, Perkins had a conversation with outside counsel about the reason he left the board, according to the New Yorker article. At that time, he said it was personal (between him and the chair), not a dispute with the company, and outside counsel should just say he resigned. (The SEC later rebuked HP for failing to fully disclose the reasons for Perkins' resignation early on.)

????Perkins said in an email on July 18 that he requested that just he and the board chair, rather than the full board, handle the outcome of the leak investigation at HP.

????Patricia Dunn, HP's chair at the time, did not comply. "Tom's view of corporate governance is that a few people … should make the decision…. That's the Silicon Valley cowboy way," Dunn told the The New Yorker. Another concerning sign: When Dunn became chair of HP, she had asked Perkins, who headed the governance committee at the time, about "inconsistencies between the company by-laws and the director's handbook." "Perkins recalls replying, 'I've never read either one, nor do I intend to.'"

????Perkins wrote about his views on governance in a Wall Street Journal op-ed in 2007, expressing his belief in a model that is very different from a "Compliance Board, with its focus on legal issues." "As a director who once fired a firm's auditors just in the nick of time, I relied upon the 'smell-factor'," he wrote.

????Despite his reliance on it, his smell factor didn't work quickly enough, however, to sniff out and snuff out the pretexting at HP or the risky culture and behavior at News Corp.

????Perkins may not be the best fit to solve News Corp's woes. Moving forward will require not only expertise in handling a crisis but also tact, and that is not necessarily his strongest suit.

Alternatives to Perkins

????If not Perkins, then who might be able to dig News Corp. out of its mess? Looking farther afield, the majority of directors currently lack independence, measured by current or past relationships to News Corp, or through their long tenure on the board.

????Viet Dinh -- a Georgetown Law Professor who advised Perkins following his departure from HP -- is a seven-year veteran of the News Corp board. He wrote in a September 2006 opinion piece in the Wall Street Journal: "Henceforth, no one, least of all corporate America, should be able to claim that they didn't know that obtaining telephone records without consent is improper and illegal."

????But where was independent board oversight of the culture at News Corp when public concerns of telephone hacking first arose in 2005? And what oversight did the board provide related to the police inquiries that followed?

????Did they use the "the guiding light of director conduct: business judgment," which Dinh touts in his opinion piece – or did they simply rely on management?

????Before last Friday, the response by News Corp to the crisis was muted. Sure, they closed down News of the World and pulled out of a deal to buy BSkyB that would have likely failed anyway, but what are their priorities -- a stock repurchase in the midst of an ethical scandal?

????On Friday, chief executive of News International and former News of the World editor Rebekah Brooks resigned, as did Dow Jones CEO and former News International chief Les Hinton.

????The PR machine is now up and running. But where are the changes in the boardroom or a meaningful internal review?

????Right now, the News Corp board could use a whole new set of independent members.

????One of their first tasks should be to reset the goals and jobs of the CEO, the board, and the

????Currently at News Corp, "the Audit Committee is responsible for reviewing the Company's policies and practices with respect to risk assessment and management, [but] it is the responsibility of the Chief Executive Officer and senior management to determine the appropriate level of the Company's exposure to risk."

????It's time for an independent board to weigh in on acceptable risk management and other practices at this company.

????Until the board changes hands, the Murdochs and those who work for them, both on and off the board, shouldn't be let off the hook.

????It's time for this media empire to turn a new page.

????Eleanor Bloxham is CEO of The Value Alliance and Corporate Governance Alliance (http://thevaluealliance.com/), a board advisory firm.