New Porsche 718 Cayman GT4 Revealed In Race Car Guise
Porsche is preparing a successor to the awesome Cayman GT4, based on its updated 718 Cayman, but prior to the car's arrival in the coming months the German firm has shown the racing variant: the 2019 718 Cayman GT4 Clubsport. The race car provides plenty of clues for the upcoming road car, namely the choice of powertrain, in this case a 3.8-liter flat-6 generating 425 horsepower, or 40 hp more than before. Torque measures at 313 pound-feet, up 3 lb-ft. The mid-mounted engine is mated to a 6-speed dual-clutch transmission and sends drive to the rear axle, which features a mechanical differential lock. It isn't clear what transmission will feature in the 718 Cayman GT4 road car, but the predecessor model came with a 6-speed manual only. Other features in the Clubsport racer include a lightweight spring-strut front suspension taken from the 911 GT3 Cup race car, plus a racing brake system with steel discs measuring 15 inches all around. There's also a welded-in safety cage, a single racing bucket seat, and a six-point harness. All creature comforts have been removed, helping the weight to be capped at 2,910 pounds. This time around, Porsche will offer two versions of the Clubsport racer. There will be a non-homologated version for track enthusiasts appropriately labeled the 718 Cayman GT4 Clubsport Trackday. The homologated version will be known as the Competition. Its main upgrades over the Trackday are adjustable shock absorbers, adjustable brake balance, an integrated air jack system, and quick-release steering wheel. Both versions can be ordered immediately and will be delivered to teams and drivers starting in February. As for the 718 Cayman GT4 road car, we'll likely see it debut in March at the 2019 Geneva International Motor Show. The car's mechanical package will also be shared with a 718 Boxster Spyder.
The first board development practice, and by far the most important, is having in place a board recruitment and nominations process. In contrast to the typical short-term recruitment process that focuses narrowly on filling anticipated board vacancies for the current year, the process described here helps to assure that there is a long-range plan for board leadership development. This long-range plan for developing future board leadership centers on the following questions: Who will be serving on and leading the board over the next five years? What is our plan to scout board leadership talent for the future? How will we go about fostering and developing future board leadership? What we're really talking about here is extending the timeline for board development and recruitment activities. In many organizations, board recruitment and nominations activities are really ad hoc in nature. Typical bylaw language describes a process in which the board president appoints a nominations committee whose short-term task is to recruit candidates that will fill a specified number of vacancies at the upcoming annual meeting.
Year-round committee. Because board recruitment and nominations is such an important activity, we need to begin looking at it as a year-round committee function instead of the traditional ad hoc nominations process. Reflecting this long-range focus, many boards are changing the name of their Nominations Committee to the Board Development Committee because developing leaders includes more than nominating people to serve on our boards. It truly is a year-round function: prospecting, contacting, recruiting, orienting, supporting, providing ongoing training, and evaluating. Link to the strategic plan. It is important to match board recruitment and development activities with the new requirements and demands of the strategic plan. The ideal time to do this is right after the strategic planning process has been completed. Profile of the current board. At the same time, we need to analyze the current shape of the board. The Board Development Committee can create a profile of the current board using a matrix designed for this purpose. Key factors that define sought-after expertise, knowledge, skills, experience, as well as relevant demographic factors are arranged along the top of the matrix. The names of current board members are listed down the side of the matrix.
The Committee then uses the matrix to complete the profile. Written member job description. Another key element in the board development process is a written board member job description. For a board to operate successfully each member must understand and accept the specific duties and responsibilities that come with board member ship. More and more organizations have found it helpful to develop a written statement of agreement for board members. This statement serves as a job description and clarifies board responsibilities. The job description, in very clear language, sets forth the expectations the organization has of its board members. The most effective job descriptions are those that state in behavioral terms precisely what board members are expected to do. This written job description which should be periodically reviewed and updated by the Board of Directors, is the critical tool in recruitment of new board members. Like anyone contemplating a serious volunteer commitment, prospective board members want to know what is expected of them along with an estimate of the required time. Avoid the temptation to downplay the responsibilities of board membership.
New board members will eventually find out what the true expectations are and if they are different from what they were told before coming on to the board, you're in trouble! It includes some of the basic expectations that most organizations have for their board members. It is not intended to serve the needs of every organization; consider the starting point in the design of a job description that matches your needs. Another critical element in board effectiveness is a functioning executive committee. In most organizations, the Executive Committee consists of the four executive officers of the Board: the president, vice-president, secretary, and treasurer. Sometimes other members of the board are included as part of the Executive Committee: for example chairs of the standing committees or at-large members from the board to assure representation of diverse viewpoints. The Executive Committee plays three critical roles: planning the agenda of board meetings, making decisions on behalf of the full board, and serving as a communication link with other members of the board, especially the committee chairs.