My last few blogs have been about the boardroom. The need to tap into the board’s experience, by asking them the right questions and the approach management should be taking in their relationship with the board. This blog is about ensuring the board’s oversight is first class, triple A if you like. Management and the board are making
Do you think of your board as your customer? You probably do. If you don’t this might give you some food for thought: In his book EMERGENT, Stephen Scott Johnson talks about the old ways of building a relationship with your customer and the new, EMERGENT ways. His focus is heavily on co-creation. It’s more
Last week my blog was about the need to tap into board experience. Today I write about how boards need to be asked the right questions to provide their experience, to lead. Executive teams should ask their boards quite explicitly: About Risk – What risks do they see with the strategy? What emerging risks to
It is certain that having the right experience is one thing, but getting the most of it is another. Especially when it comes to boards. Each board member needs to fulfil their fiduciary duties; however, reliance needs to be placed on individual board members with specific skill sets. And along the way, there are challenges
In her blog Stop Looking in the Rear-view Mirror Janine Garner makes the point that our internal networking can have a much greater impact if we network in the right way. She writes: “Think about it – are you connecting, sharing insight and creating opportunities to innovate and collaborate with these groups of people or are