Category: Performance and Reporting, review

New York-based Beverly Behan has been consulting to boards for 25 years and has undertaken over 200 evaluations—these figures are very similar to our own, with some 220 evaluations over the same period.

Category: Role of the board

We have long been interested in what is often referred to as the strategy/execution gap. Many credible authors have addressed shortcomings in strategic planning and the gap between resultant plans and their implementation.

Category: Role of the board

In our consulting practice, we obsess about the central importance of organisational purpose. Without clarity about why an organisation exists and what it must achieve (and for whom), all bets about organisational success are off.

Category: Strategy and Planning

We frequently hear boards and directors, individually, expressing their desire to ‘be more strategic’. In our experience, boards vary greatly in what they mean when they express this aspiration.

Category: premium

A challenge any new board member faces is the need to develop a productive relationship with other directors and with the executive team. For a new director, connecting with the executive team, in particular, is not an easy relationship to establish and m

Category: review, premium

We are Roger Martin fans. His practical real-world approach to strategy is an excellent antidote to some of the wishful narrations we see passed off as strategic plans.

Category: premium

"There are decades where nothing happens; and there are weeks where decades happen." Lenin’s reflection just ahead of the Russian revolution seems apt for our times. Quite where a post-Covid world will settle is still unclear, but permanent change is cert

Category: review, premium

We are admirers of—and still regularly quote from—one of Fred Hilmer’s earlier works: Strictly Boardroom. First published in 1993, it was, in essence, the report of an independent working party convened in the aftermath of the notable Australian AWA c

Category: Role of the board

I recently resigned one of my board memberships. It was a voluntary role I was reluctant to give up, being both committed to the mission of the organisation and enjoying the collegiality and fellowship of my colleagues.