Swann's graceful exit bolsters the argument for boardroom equality Swann has ticked those boxes having, so far, generated 306pc in total shareholder return since 2004 which is comfortably more than Marks & Spencer, Tesco, Morrisons and Sainsbury's put together (263pc) - all run by men. Coca-Cola exit lays bare Greek corporate failings The decision of Coca-Cola Hellenic Bottling, Greece's largest public company, to quit the country is hugely significant. It's moving its headquarters to Switzerland and its stock-market listing to London while only a very small part of its sales and profits are actually generated in Greece anyway. The move is confirmation that Greece's capital markets are no longer functioning for private enterprise. The country's financial and governance systems are no longer fit for purpose. A functioning equity capital market capable of supporting international investors is one of the basic characteristics of an advanced economy. It's hard to see how Greece can be classed as such. Companies, and their investors, can no longer afford to be in Greece. For more than a year now companies have been preparing for a Greek exit from the single currency, making sure any liabilities remaining in Greece are matched by local assets so as to avoid being caught either side of a currency split. Any excess cash is removed from the country on a daily basis. Coca-Cola Hellenic's move reveals its headquarters can't function within the Greek system. It symbolises the end of Greece as a corporate home for large businesses with growth ambitions. The lifeblood of recovery is being drained long before that recovery can begin. Dick Olver failed in his role as BAE chairman If there was any deal that had to be the ultimate responsibility of the chairman rather than chief executive, it was BAE's merger with EADS. The transaction only worked if the politics of the situation worked. This wasn't any old politics. This was the high politics of national leaders, a place where chairmen of FTSE 100 companies are supposed to be able to operate, especially international companies with already politically sensitive businesses, such as defence. It is part of the job to have the political antennae to operate as a statesman when required and to apply the judgment to know if these wider political issues, beyond the brief of a chief executive, are problematic. Dick Olver's failures of judgment as BAE chairman, were two-fold. His first was allowing the deal to proceed in the first place, given it only had a 50-50 chance of success - his own assessment. Secondly, he proceeded knowing that the necessary political agreements were not within his power to deliver. He put BAE's fate in the hands of another company's chief executive to do that - in this case Tom Enders of EADS. His judgment that these were risks worth taking was flawed and BAE shareholders should no longer have confidence in him as their chairman. Lord Turner's valiant move misses big issues Making a pitch for the biggest job you will ever hold by public admission of past mistakes is a courageous move. Lord Turner's speech tonight was an impressive mea culpa but probably didn't help his application for Governor of the Bank of England very much. He failed to address what all senior regulators know, and are grappling with, which is that the proposed system he endorses, and would be running, remains a soggy, unfinished construct. Far from ushering in a system that will enforce prudence on banks, it will only work with the co-operation and consensus of the banks themselves - they'll still be calling a lot of the shots. Neither did he explain how he would persuade a sceptical Parliament - never mind media - that mortgage rates must rise to deflate a nascent credit bubble he has spotted far off on the horizon. A tough job for anyone, but my money's still on Paul Tucker to be the one to try.