現代企業的(de)(de)競爭在一(yi)定程度(du)上(shang)是(shi)公司(si)治(zhi)理的(de)(de)較量和競爭，其(qi)中公司(si)治(zhi)理的(de)(de)核心(xin)是(shi)建立一(yi)個(ge)戰略(lve)性董事會。董事會的(de)(de)建設(she)是(shi)公司(si)治(zhi)理的(de)(de)重中之重的(de)(de)內容，也公司(si)頂層設(she)計的(de)(de)重要架構(gou)。戰略(lve)董事會的(de)(de)本質就(jiu)是(shi)獨立性。如(ru)果你看見一(yi)個(ge)董事會有很(hen)多內部人(ren)加入(ru)時，那是(shi)一(yi)種不(bu)關心(xin)公司(si)治(zhi)理和蔑視公司(si)治(zhi)理的(de)(de)信號。至少很(hen)明顯的(de)(de)是(shi)首(shou)先執行官不(bu)再認(ren)可、感謝(xie)那種能夠產生眾多戰略(lve)優勢的(de)(de)獨立董事會。
在(zai)構建董(dong)(dong)事(shi)會時，如果你已經(jing)知道了內(nei)部(bu)人在(zai)想什么(me)，而(er)且這(zhe)種思(si)維在(zai)董(dong)(dong)事(shi)會形成(cheng)之前就已經(jing)成(cheng)為公(gong)司政(zheng)策的(de)(de)(de)構成(cheng)要素。內(nei)部(bu)人應(ying)該(gai)被(bei)邀(yao)請到董(dong)(dong)事(shi)會的(de)(de)(de)辦(ban)公(gong)室里回答某些問題，提供一(yi)個讓那些獨立的(de)(de)(de)董(dong)(dong)事(shi)們(men)了解他(ta)們(men)的(de)(de)(de)機會,但他(ta)們(men)不應(ying)該(gai)成(cheng)為董(dong)(dong)事(shi)成(cheng)員。
過多內(nei)部人(ren)成為董事的弊端
何謂(wei)內部人(ren)？國(guo)內外企業(ye)中，過多內部人(ren)成為(wei)董(dong)事往(wang)往(wang)會帶來哪些弊端？所占比例多少則會對董(dong)事會產生(sheng)不利影響？
何(he)謂內(nei)部(bu)人(ren)(ren)(ren)(ren)？我們這里所(suo)說的內(nei)部(bu)人(ren)(ren)(ren)(ren)是指在公(gong)司(si)(si)任職的經(jing)(jing)營管理者。內(nei)部(bu)人(ren)(ren)(ren)(ren)往往造成內(nei)部(bu)人(ren)(ren)(ren)(ren)控(kong)制(zhi)(zhi)。所(suo)謂內(nei)部(bu)人(ren)(ren)(ren)(ren)控(kong)制(zhi)(zhi)是指現代企業中(zhong)的所(suo)有權(quan)與(yu)經(jing)(jing)營權(quan)相分(fen)(fen)離的前(qian)提(ti)下形成的，由于(yu)(yu)所(suo)有者與(yu)經(jing)(jing)營者利(li)(li)益的不一致，由此(ci)導(dao)致了經(jing)(jing)營者控(kong)制(zhi)(zhi)公(gong)司(si)(si)，即(ji)“內(nei)部(bu)人(ren)(ren)(ren)(ren)控(kong)制(zhi)(zhi)”的現象。籌資(zi)權(quan)、投(tou)資(zi)權(quan)、人(ren)(ren)(ren)(ren)事權(quan)等(deng)都掌握(wo)在公(gong)司(si)(si)的經(jing)(jing)營者手中(zhong)即(ji)內(nei)部(bu)人(ren)(ren)(ren)(ren)手中(zhong)，股東很(hen)難對(dui)其(qi)行(xing)為(wei)進行(xing)有效的監督。由于(yu)(yu)權(quan)利(li)(li)過分(fen)(fen)集(ji)中(zhong)于(yu)(yu)“內(nei)部(bu)人(ren)(ren)(ren)(ren)”，因此(ci)在股東及其(qi)它利(li)(li)益將會受到不同程(cheng)度(du)的損(sun)害。公(gong)司(si)(si)治(zhi)理在一定(ding)程(cheng)度(du)上，要(yao)防(fang)止或避免內(nei)部(bu)人(ren)(ren)(ren)(ren)控(kong)制(zhi)(zhi)。
國(guo)內外(wai)企業中，過多內部人成為董事往往會帶(dai)來哪些弊端(duan)？
1. 內部人(ren)往往只效忠他(ta)(ta)的老板或上(shang)司(si)，而不是(shi)股東。我們可以想(xiang)象一(yi)下(xia)：讓(rang)(rang)一(yi)個(ge)人(ren)在日常(chang)工作中(zhong)既充當首(shou)席執行(xing)(xing)官(guan)的下(xia)屬(shu)，又(you)在董事(shi)(shi)會(hui)會(hui)議上(shang)向首(shou)席執行(xing)(xing)官(guan)提(ti)出質疑，讓(rang)(rang)他(ta)(ta)在董事(shi)(shi)會(hui)上(shang)難堪，或者私下(xia)與其他(ta)(ta)董事(shi)(shi)聯絡，發動一(yi)場‘政變’，如(ru)罷免首(shou)席執行(xing)(xing)官(guan)，這(zhe)是(shi)非常(chang)困難的。盡管(guan)我們信(xin)誓旦旦告訴(su)自己，要及(ji)時轉換角色(se)（董事(shi)(shi)角色(se)和管(guan)理者角色(se)），如(ru)開(kai)董事(shi)(shi)會(hui)時各個(ge)董事(shi)(shi)人(ren)人(ren)平(ping)等，一(yi)人(ren)一(yi)票投票決(jue)策，開(kai)公司(si)經(jing)營會(hui)議時聽首(shou)席執行(xing)(xing)官(guan)的，但實際上(shang)做到角色(se)轉換是(shi)困難的。
2. 內(nei)(nei)部(bu)人(ren)(ren)常(chang)常(chang)“過(guo)(guo)濾信(xin)息(xi)(xi)”，容易造成董(dong)(dong)事會(hui)得不(bu)到真實的(de)(de)信(xin)息(xi)(xi)。過(guo)(guo)濾的(de)(de)信(xin)息(xi)(xi)來源于(yu)(yu)內(nei)(nei)部(bu)人(ren)(ren)，也可能是首(shou)先執行(xing)官(guan)。原因(yin)很簡(jian)單，有(you)太多的(de)(de)障礙以(yi)致(zhi)我們不(bu)能公開和坦誠(cheng)地溝通。內(nei)(nei)部(bu)人(ren)(ren)提(ti)供(gong)給董(dong)(dong)事會(hui)的(de)(de)信(xin)息(xi)(xi)經過(guo)(guo)內(nei)(nei)部(bu)人(ren)(ren)過(guo)(guo)濾，有(you)時(shi)甚至報(bao)喜不(bu)報(bao)憂。這就是為(wei)什么董(dong)(dong)事會(hui)要通過(guo)(guo)質(zhi)詢、審計或(huo)外部(bu)審計等(deng)方式確(que)保信(xin)息(xi)(xi)的(de)(de)真實性，但并不(bu)等(deng)于(yu)(yu)說內(nei)(nei)部(bu)人(ren)(ren)故意制造不(bu)真實的(de)(de)信(xin)息(xi)(xi)，而是其傾向提(ti)供(gong)有(you)利于(yu)(yu)自己的(de)(de)信(xin)息(xi)(xi)。內(nei)(nei)部(bu)人(ren)(ren)永遠(yuan)希(xi)望(wang)與現有(you)的(de)(de)方針(zhen)、計劃(hua)保持(chi)一致(zhi)并參與公司的(de)(de)日常(chang)管理，因(yin)為(wei)這就是他們被聘用所必(bi)須做(zuo)的(de)(de)事情。
3. 內(nei)部(bu)(bu)(bu)人的(de)(de)角(jiao)色(se)(se)和定位造成其視野及思維的(de)(de)局限性，外部(bu)(bu)(bu)性不足。內(nei)部(bu)(bu)(bu)人較(jiao)為熟悉日常經營管理工作，這是(shi)(shi)他們的(de)(de)優勢(shi)，同時也是(shi)(shi)他們的(de)(de)劣勢(shi)，因(yin)為他們往(wang)往(wang)埋頭拉(la)車(che)，很(hen)少抬(tai)頭看(kan)路。既有大的(de)(de)格局，又能注(zhu)重(zhong)細節(jie)(jie)，這種人是(shi)(shi)非常少見的(de)(de)。正因(yin)為內(nei)部(bu)(bu)(bu)人的(de)(de)角(jiao)色(se)(se)和定位，容易造成其視野狹(xia)窄和思維局限，往(wang)往(wang)從(cong)內(nei)部(bu)(bu)(bu)看(kan)企業(ye)，而不是(shi)(shi)從(cong)外部(bu)(bu)(bu)看(kan)企業(ye)；他們整體大格局關注(zhu)度不夠，往(wang)往(wang)陷入到細枝末葉或無關緊要的(de)(de)環(huan)節(jie)(jie)。這就是(shi)(shi)大家常說的(de)(de)“當局者(zhe)迷，旁觀者(zhe)清(qing)”。
4. 內(nei)(nei)部(bu)人難以(yi)做到(dao)(dao)自己(ji)(ji)監(jian)(jian)(jian)督和自己(ji)(ji)指導。董事會(hui)對全(quan)體股東負(fu)有(you)信(xin)托(tuo)或委托(tuo)責任，對經營者(zhe)（內(nei)(nei)部(bu)人）進行(xing)(xing)監(jian)(jian)(jian)督和指導，履行(xing)(xing)董事會(hui)的重要(yao)職能(neng)。我們(men)可(ke)以(yi)想象一下，內(nei)(nei)部(bu)人是(shi)(shi)董事會(hui)成(cheng)員，他(ta)們(men)要(yao)自己(ji)(ji)監(jian)(jian)(jian)督自己(ji)(ji)，自己(ji)(ji)指導自己(ji)(ji)，這(zhe)是(shi)(shi)比較(jiao)難做到(dao)(dao)的，除非內(nei)(nei)部(bu)人同(tong)時又是(shi)(shi)股東，有(you)較(jiao)強的監(jian)(jian)(jian)督動(dong)力(li)和意愿。可(ke)能(neng)首席執(zhi)(zhi)行(xing)(xing)官能(neng)夠(gou)威脅到(dao)(dao)內(nei)(nei)部(bu)人，相反內(nei)(nei)部(bu)人也能(neng)夠(gou)牽制首席執(zhi)(zhi)行(xing)(xing)官，這(zhe)樣不利于計劃有(you)效地執(zhi)(zhi)行(xing)(xing)。
5. 除了妨礙公司(si)決策(ce)過程(cheng)之外，內(nei)部(bu)人董事們(men)還(huan)會操縱對(dui)新(xin)首席執(zhi)行(xing)官的(de)選(xuan)擇(ze)。公司(si)管(guan)理(li)層通常傾(qing)向于選(xuan)擇(ze)來自內(nei)部(bu)的(de)候選(xuan)人，因為他(ta)們(men)基本不會改變由他(ta)們(men)幫(bang)助建(jian)立和(he)執(zhi)行(xing)的(de)公司(si)政策(ce)，而(er)且一個來自內(nei)部(bu)的(de)首席執(zhi)行(xing)官則會保住(zhu)現在的(de)高(gao)層管(guan)理(li)者。
什么樣(yang)的內部董事比例比較合適
既(ji)然我們知道(dao)過多內部人成為董事(shi)有以上諸多弊端，那(nei)么什(shen)么樣的(de)內部董事(shi)比(bi)例比(bi)較合適能？有哪些(xie)案例或數據可(ke)以說明？他(ta)們的(de)履行職責情況如何(he)？
內部董事多少(shao)比例合適，沒有(you)*的，根據企業實(shi)踐(jian)，尤其是國(guo)外(wai)企業實(shi)踐(jian)可(ke)以提供我(wo)們一些借鑒(jian)或(huo)啟示。
在《財富》500強公(gong)(gong)(gong)司(si)的(de)(de)董事會中，內部(bu)人的(de)(de)數量已大大減少(shao)。大部(bu)分(fen)董事會只有1-2個(ge)(ge)內部(bu)人，《財富》500強公(gong)(gong)(gong)司(si)的(de)(de)董事會內部(bu)人的(de)(de)平均數是兩個(ge)(ge)。盡(jin)管如此，還是有一些(xie)*公(gong)(gong)(gong)司(si)董事會內部(bu)人的(de)(de)比(bi)(bi)(bi)例(li)至(zhi)少(shao)是1/3，如通用電氣的(de)(de)比(bi)(bi)(bi)例(li)為(wei)(wei)(wei)5/15(15個(ge)(ge)董事中有5個(ge)(ge)內部(bu)人)，吉列公(gong)(gong)(gong)司(si)的(de)(de)比(bi)(bi)(bi)例(li)為(wei)(wei)(wei)4/12，亨氏公(gong)(gong)(gong)司(si)的(de)(de)比(bi)(bi)(bi)例(li)為(wei)(wei)(wei)9/19,洛克希德(de)﹒馬(ma)丁(ding)公(gong)(gong)(gong)司(si)的(de)(de)比(bi)(bi)(bi)例(li)為(wei)(wei)(wei)6/17，馬(ma)什·麥克里安公(gong)(gong)(gong)司(si)的(de)(de)比(bi)(bi)(bi)例(li)為(wei)(wei)(wei)9/17，溫迪(di)國(guo)際(ji)快餐連鎖集(ji)團的(de)(de)比(bi)(bi)(bi)例(li)6/15。
由中國證監會發布實施《上(shang)(shang)市公(gong)(gong)(gong)(gong)司章(zhang)程指引(yin)(yin)(2006年(nian)修訂)》，新指引(yin)(yin)規(gui)定(ding)，兼任經理(li)或(huo)者(zhe)其他高(gao)級管(guan)理(li)人員職(zhi)(zhi)務的(de)(de)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)，以(yi)及(ji)由職(zhi)(zhi)工代(dai)表擔任的(de)(de)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)，總計不得超過公(gong)(gong)(gong)(gong)司董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)總數的(de)(de)二分之一，以(yi)防范內(nei)(nei)部人控(kong)(kong)制上(shang)(shang)市公(gong)(gong)(gong)(gong)司。從目前(qian)報道和研究表明，中國上(shang)(shang)市公(gong)(gong)(gong)(gong)司內(nei)(nei)部人董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)在形式上(shang)(shang)基(ji)本控(kong)(kong)制在一半以(yi)內(nei)(nei)，有知名度(du)較高(gao)的(de)(de)上(shang)(shang)市公(gong)(gong)(gong)(gong)司控(kong)(kong)制在1/3左右(you)，可以(yi)說這是一個進步。但非(fei)上(shang)(shang)市公(gong)(gong)(gong)(gong)司由于沒有硬性規(gui)定(ding)，做得還遠遠不夠，大多數仍停留在董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)與內(nei)(nei)部人高(gao)度(du)重(zhong)合的(de)(de)階段。
從實證研究來看(kan)，國(guo)(guo)外公(gong)司內(nei)部(bu)控制人(ren)現象相對較少，公(gong)司實際上多為(wei)董(dong)事(shi)(shi)(shi)會所控制，較少為(wei)經理(li)人(ren)控制，尤其是(shi)在(zai)董(dong)事(shi)(shi)(shi)會中(zhong)(zhong)心主義的(de)國(guo)(guo)家(jia)，如美國(guo)(guo)。但中(zhong)(zhong)國(guo)(guo)公(gong)司，即使是(shi)上市公(gong)司內(nei)部(bu)控制人(ren)現象嚴重，所以才有(you)后來的(de)《新指引(yin)》，規定公(gong)司內(nei)部(bu)董(dong)事(shi)(shi)(shi)不能超過1/2。 隨著獨立董(dong)事(shi)(shi)(shi)獨立性(xing)的(de)加強和(he)價值(zhi)逐漸發揮出來，起(qi)到平衡內(nei)部(bu)人(ren)董(dong)事(shi)(shi)(shi)的(de)作用，這是(shi)個好(hao)趨(qu)勢(shi)。
構建力量相(xiang)對(dui)平衡的獨立董事會
在(zai)(zai)不(bu)能(neng)完(wan)全排(pai)除（實際上(shang)也不(bu)可能(neng)完(wan)全排(pai)除）內部(bu)(bu)(bu)人成為董(dong)(dong)事(shi)(shi)會成員(yuan)的情(qing)況下，在(zai)(zai)董(dong)(dong)事(shi)(shi)會內部(bu)(bu)(bu)如(ru)何形成內外部(bu)(bu)(bu)董(dong)(dong)事(shi)(shi)之間力(li)量的相(xiang)對平衡？內部(bu)(bu)(bu)人董(dong)(dong)事(shi)(shi)如(ru)何在(zai)(zai)董(dong)(dong)事(shi)(shi)會發揮應有的作(zuo)用？內部(bu)(bu)(bu)人董(dong)(dong)事(shi)(shi)如(ru)何與(yu)外部(bu)(bu)(bu)董(dong)(dong)事(shi)(shi)協助(zhu)和分工(gong)？
我們(men)(men)這里所(suo)說的(de)(de)(de)(de)(de)力(li)量(liang)(liang)(liang)(liang)相對(dui)平(ping)衡(heng)(heng)，不是(shi)(shi)(shi)數量(liang)(liang)(liang)(liang)上的(de)(de)(de)(de)(de)平(ping)衡(heng)(heng)，是(shi)(shi)(shi)指(zhi)獨(du)立(li)董(dong)(dong)(dong)(dong)事(shi)(shi)或(huo)(huo)外部(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)和(he)內(nei)部(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)在影響力(li)和(he)決策力(li)量(liang)(liang)(liang)(liang)上的(de)(de)(de)(de)(de)相對(dui)平(ping)衡(heng)(heng)。舉個(ge)例子，可(ke)能(neng)董(dong)(dong)(dong)(dong)事(shi)(shi)會(hui)數量(liang)(liang)(liang)(liang)上，獨(du)立(li)董(dong)(dong)(dong)(dong)事(shi)(shi)4人(ren)，內(nei)部(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)3人(ren)，但內(nei)部(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)有首(shou)席執行(xing)官(guan)、研發(fa)副總裁(cai)(cai)、營(ying)銷副總裁(cai)(cai)這些重量(liang)(liang)(liang)(liang)級的(de)(de)(de)(de)(de)人(ren)物(wu)，而(er)4名獨(du)立(li)董(dong)(dong)(dong)(dong)事(shi)(shi)可(ke)能(neng)是(shi)(shi)(shi)“聘用”來的(de)(de)(de)(de)(de)學者(zhe)、教授，甚至是(shi)(shi)(shi)首(shou)席執行(xing)官(guan)的(de)(de)(de)(de)(de)同學或(huo)(huo)熟人(ren)，在董(dong)(dong)(dong)(dong)事(shi)(shi)會(hui)力(li)量(liang)(liang)(liang)(liang)對(dui)比上，獨(du)立(li)董(dong)(dong)(dong)(dong)事(shi)(shi)的(de)(de)(de)(de)(de)力(li)量(liang)(liang)(liang)(liang)在董(dong)(dong)(dong)(dong)事(shi)(shi)會(hui)的(de)(de)(de)(de)(de)話語權不如內(nei)部(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)，這種情況下我們(men)(men)說，力(li)量(liang)(liang)(liang)(liang)不是(shi)(shi)(shi)平(ping)衡(heng)(heng)的(de)(de)(de)(de)(de)。顯然，需要(yao)避免(mian)引進(jin)首(shou)席執行(xing)官(guan)或(huo)(huo)內(nei)部(bu)人(ren)的(de)(de)(de)(de)(de)朋友、同學或(huo)(huo)哥們(men)(men)等所(suo)謂的(de)(de)(de)(de)(de)獨(du)立(li)董(dong)(dong)(dong)(dong)事(shi)(shi)，也(ye)要(yao)少引進(jin)缺乏實戰經(jing)驗(yan)的(de)(de)(de)(de)(de)教授或(huo)(huo)學者(zhe)等獨(du)立(li)董(dong)(dong)(dong)(dong)事(shi)(shi)，而(er)要(yao)多引進(jin)能(neng)在影響力(li)和(he)決策力(li)上發(fa)揮(hui)作(zuo)用的(de)(de)(de)(de)(de)其他企業(ye)現任首(shou)席執行(xing)官(guan)、行(xing)業(ye)資深人(ren)士(shi)、實戰派(pai)專(zhuan)家(jia)。
在構建力量相對(dui)平(ping)衡的獨(du)立(li)董(dong)事(shi)會，內部人董(dong)事(shi)可以發揮(hui)以下重要(yao)作用(yong)及與外(wai)部董(dong)事(shi)協助、分(fen)工(gong)：
1． 為董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)會提(ti)供(gong)真實、可(ke)(ke)靠、有用的(de)企業經(jing)營(ying)信(xin)(xin)息(xi)(xi)，包括董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)會簡(jian)報、經(jing)營(ying)管理(li)報表等，供(gong)董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)會決策之用。外(wai)部(bu)(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)或(huo)(huo)獨立董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)往往難以像(xiang)內部(bu)(bu)人董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)那樣熟悉(xi)或(huo)(huo)了解企業，這時內部(bu)(bu)人董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)可(ke)(ke)以充(chong)分(fen)發揮其作用。盡管外(wai)部(bu)(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)可(ke)(ke)能(neng)也了解企業，但(dan)可(ke)(ke)能(neng)不(bu)是一手的(de)信(xin)(xin)息(xi)(xi)或(huo)(huo)資(zi)料(liao)。外(wai)部(bu)(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)或(huo)(huo)獨立董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)可(ke)(ke)以就(jiu)內部(bu)(bu)人董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)提(ti)供(gong)的(de)信(xin)(xin)息(xi)(xi)或(huo)(huo)資(zi)料(liao)進行(xing)專門討論(lun)，甚(shen)至就(jiu)有關信(xin)(xin)息(xi)(xi)與(yu)(yu)內部(bu)(bu)人董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)溝通或(huo)(huo)質疑，也可(ke)(ke)以由外(wai)部(bu)(bu)董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)通過走訪(fang)（客戶或(huo)(huo)供(gong)應(ying)商(shang)）、與(yu)(yu)管理(li)層(ceng)的(de)信(xin)(xin)件來(lai)佐證內部(bu)(bu)人董(dong)(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)所(suo)提(ti)供(gong)的(de)信(xin)(xin)息(xi)(xi)。
2． 在(zai)董(dong)事會(hui)形(xing)成決策(ce)(ce)過程中(zhong)，既有(you)外(wai)(wai)部(bu)董(dong)事或獨立董(dong)事從(cong)外(wai)(wai)部(bu)和(he)整體上(shang)(shang)的判(pan)斷(duan)，又有(you)內(nei)(nei)部(bu)人董(dong)事內(nei)(nei)部(bu)實際運(yun)營上(shang)(shang)的判(pan)斷(duan)，以便(bian)做出(chu)的決策(ce)(ce)更加科學(xue)。實際上(shang)(shang)當內(nei)(nei)外(wai)(wai)部(bu)董(dong)事形(xing)成一個相對完美的團隊(dui)時(shi)，在(zai)作出(chu)公司重大(da)決策(ce)(ce)時(shi)，能從(cong)不(bu)同的角度審(shen)視、質詢(xun)決策(ce)(ce)方案，提出(chu)有(you)效的意見或建議，有(you)利(li)于提高決策(ce)(ce)質量，化解和(he)降低決策(ce)(ce)風險。
3． 由(you)于(yu)內(nei)部(bu)(bu)(bu)人董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)參與(yu)了董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)會(hui)(hui)的決策過程，對決策結果也了解，有(you)(you)利于(yu)董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)會(hui)(hui)決策的有(you)(you)效(xiao)執行。實(shi)際上也只(zhi)有(you)(you)內(nei)部(bu)(bu)(bu)人來執行董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)會(hui)(hui)的決策最為合適(shi)，這就(jiu)(jiu)(jiu)為什(shen)么(me)有(you)(you)不少情況是(shi)首席(xi)執行官兼(jian)董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)或董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)長，或者是(shi)董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)兼(jian)總經(jing)理。這就(jiu)(jiu)(jiu)為什(shen)么(me)不建議董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)會(hui)(hui)成員全(quan)部(bu)(bu)(bu)由(you)外部(bu)(bu)(bu)董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)或獨立(li)董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)擔任，也就(jiu)(jiu)(jiu)是(shi)為什(shen)么(me)不能(neng)完全(quan)排(pai)除(chu)內(nei)部(bu)(bu)(bu)人董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)，只(zhi)是(shi)要(yao)注意比例就(jiu)(jiu)(jiu)行，以外部(bu)(bu)(bu)或獨立(li)董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)居多，如2/3，內(nei)部(bu)(bu)(bu)人董(dong)(dong)(dong)(dong)(dong)事(shi)(shi)(shi)1/3或者更少，但不能(neng)沒有(you)(you)。
更多實踐證明，構建董事(shi)會(hui)時不(bu)讓過多的內部人成為董事(shi)對(dui)企業是有幫助的，不(bu)僅可以(yi)避免不(bu)少弊(bi)端，同時也有利(li)于構建力量相對(dui)平(ping)衡、獨立的戰略性董事(shi)會(hui)。
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