• Corporate governance should promote a company’s purposes.
• The various elements of corporate governance (board composition, remuneration, performance measurement, incentives) should assist with delivery of company purposes.
• Companies should seek to internalize their externalities by recognizing the commercial as well as social benefits of so doing.
• They should be intentional in addressing pain points in their ecosystems.
• They should establish partnerships with relevant organizations.
• Companies should construct measures of human, natural, and social capital as well as financial capital and determine the relation between them.
• They should measure profits net of the cost of maintaining these capitals.
• Corporate control should reside with scarce capitals. These are no longer predominantly financial.
• Voting rights should reflect commitments to the length (duration), depth (scale), and breadth (scope) of investments.
• In the presence of multiple scarce capitals, corporate governance involves trusteeship that balances the interests of different capitals, including the abundant.
• The parallel presence of block holders and public capital markets promotes idiosyncratic value creation and innovation.
• Institutional investors should recognize their role in transforming short-term liquid safe individual liabilities into long-term illiquid risky corporate assets.
• They should hold significant long-term holdings in companies, participate in the appointment of company directors and promote corporate purposes.