This chapter analyzes the Anglo-American shareholder corporate value model of Botswana. The analysis finds how its corporate value model has been insignificantly modified for addressing the contemporary issue of the Anglo-American corporate vale model, that is, short-termism. The findings are vital to understand the significant modifications made to the United Kingdom’s value model discussed in Chap. 3 , the South African model discussed in Chap. 4 , and the Indian corporate value model discussed in the Chap. 5 , Besides, Chap. 7 analyzes the traditional (insignificantly modified) Anglo-American Value model of Sri Lanka. Chapter 8 analyzes the alternative corporate value creation model known as Continental European corporate value model. The findings of these six models can be comparatively understood for their similarities and differences. The findings of the comparative study are useful for two architects of the corporate governance of a country. They are the legislators who modify the corporate law and the professional body who prescribe the best practices. Corporate leaders can understand the nature and extent of their corporate value model in which they create value with their companies. Academics can critically evaluate these models and develop to the next level of these models so that the corporate architects can incorporate them in the corporate law and best practices. The public at large who has an interest in non-shareholder stakeholders such as the employees, society, and the environment can understand how the corporate value model in their countries can be reshaped for their benefit. These findings are useful for students who would be future corporate law and best practices architects, a part of civil society, corporate leaders, and academia.