Since about 1995 Corporate Governance has become a new word in the corporate world. It attempts to facilitate the ability of institutional and individual shareowners to better govern corporations, enhancing both corporate accountability and the creation of wealth.

Knowledge has surpassed machines and the stored value of money itself, as the driving force behind the world economy. In the recent past, companies learned they could create better products more efficiently with the full mental participation of their employees. Today, investors are learning that participation by shareowners and employees alike also adds value.

It is said that firms with stronger shareholder rights and employee participation had higher firm value, higher profits, higher sales growth; lower capital expenditures are firms with the strongest democratic rights.

The Wyder Group has maintained for centuries already that without an attempt to enhance wealth through increased accountability to investors by creating more democratic forms of corporate governance, firms will be left behind and die in the today's competitive world.

Boards need to be sure that the performance measures they rely upon are the correct ones to use in relation to their business strategy.

Good governance is increasingly being seen as the hallmark of a well-run company. But does good governance represent an additional burden on companies or is it something for which investors will pay a premium? There can be no doubt that Boards are under increasing pressure to implement good corporate governance, but how do they demonstrate this?

There are two aspects to this question: firstly how to measure the "goodness" of the governance itself; this we may call the outward facing, external aspects. Is good governance delivering value to the company and to the shareholders? Secondly, there are the results of good governance in terms of the performance of the company. What is the underlying performance of the company and how is this measured and communicated?

Corporate Governance looks at the institutional and policy framework for corporations - from their very beginnings, in entrepreneurship, through their governance structures, company law, privatization, to market exit and insolvency. The integrity of corporations, financial institutions and markets is particularly central to the health of our economies and their stability.

Wyder Group is formed on the basis much like the human race functions. How so? In a nutshell the human race is advancing but is the only species on earth that aids and heals its weakest member and mourns burns its dead.

How does this translate into the corporate governance of the Wyder Group?
First, the Wyder family has reared many relatives that either have the same first names or the like.

Second, most of the Wyder relatives have become educated in the Science and Management of worldly growth.

Third, the obvious had to happen, they all respect each others knowledge and capabilities and foremost their relationship to one another. Many had found each other across the globe after many years of being missed from the family tree.
What does that all have to do with the human race?
Families are usually closely knit organizations and sometimes they have a patriarch making ruling suggestions to the siblings. This compares with a corporate structure that was initiated hundreds of years ago.

The difference today is that in a corporate world, the weak member gets sold off, when it does not perform, or if the weak had created serious ills on the organization the most desirable company will be sold for a profit and price seeking survival of the group.

Wyder Group's philosophy goes a step further and it has created methods of governing its entire group on a pre-emptive structuring in management. This way Management can focus and foresee trends; up or down before they actually are recognized after the fact when in one case too much happiness may have created a slack in being vigilant while in the other it may be too late to turn

. Despite much resistance from traditionalists, Manfred Wyder, the founder and stern activist has succeeded in advocating a methodology of forming the empire in exactly the opposite of common trends and teachings but utilizing and applying common and new knowledge to a very successful expanding global enterprise.

The flagship of the Wyder-Group as is described in the many business plans from quick summaries to detailed historical manuals turns out to be WEI Technical Consultants, Ltd. that acts as the corporate governance entity.

Manfred Wyder has, for many years in the making, devised a concept of monitoring any firm's up or down trend. Most firms are traditionally managed from a central point of operation with central access to all operative decisions made within individual member firms. With his method he has been able to change trends by intervening from a side responsibility (consulting) rather than from the top as a dictation! Management in the traditional corporate structures is used to dictate policy, whether policy stems from correct or incorrect management decisions. No one dares to challenge any decision in such a hierarchy. Manfred recognized from his many years as a management and engineering consultant to many firms, that his word, although many times challenged like in a democratic world, would be taken into consideration and be presented to a centralized management, which now receives well-prepared policy suggestions with well-prepared arguments. Thus the term "Consultants" was added in the firm name.

Its still misleading name is not centered on technical engineering alone; it also maintains all groupings in the various management "techniques" of all legally organized business ventures in the world. Thus the term "Technical" was born.

Many businesses are managed, mostly at first, by an entrepreneur and later by a professional manager. Each business has created its own business culture and teaches its employees to adhere to this culture, no matter what their background may be. The typical hierarchic management style of any business is like any individual family grouping with its own patriarch as stated above like it is in any family around the world and typically in the Wyder family grouping.

As can be viewed on the organization charts at the described management structures, WEI Technical Consultants, Ltd. consultants will discuss policy recommendations from the side into a corporate structure rather than from the top with access to any level of a regular corporate structure for a democratic argumentative discussion in reasoning for the good of the firm.

Because it is a "consultant" that discusses matters freely, there are few resentments on structured dictation fears and constructive ideas will be abound. A company's biggest assets are its employees!

Here is where an "outside" influence "inside" a group of companies can be monitored, a "weak" management can so be helped and kept from sure destruction and none-profitability.

Many variations of this philosophy need addressing of course. WEI Technical Consultants has mastered this mentality for years and has successfully adapted this strategy with many firms.

The Wyder-Group has now perfected this mentality and are continuously up-dating new views on the wheel of the world, it thus is very seldom in need to sell the weakest family grouping.

Constant marketing monitoring can and will adjust a company's fledgling sales programs by adjusting its capabilities and changing its culture rapidly if necessary.