Abstract

Under the pressure of the new regulations introduced by the sovranational and national Supervision Autorithies members of body with strategic supervision function in Banks (i.e. members of the board of directors in Italian Bank adopting the «traditional » administration and control system) have passed from a «group thinking» approach in performing the role to an intense and systematic «challenging» to the management and, in particular, to the CEO. Rules in building up the board, quality and specifics of the information flows to be addressed and even tecniques and tools of common use in other industries (even in the USA) can help the Board members to strengthen a proactive participation to the meetings, ensuring their positive support to the development of the Bank affairs.