“We felt like we were working along side world class surgeons. BoardFocus helped us learn what needed to be fixed and empowered us to make it happen.”
How do boards govern the invisible and the intangible that can make or break their organisation?
How does the board govern organisational culture?
Is your board leveraging
Risk Appetite as
a core enabler of strategy, innovation and opportunity for value differentiation, or just red tape?
OUR CLIENTS
We are selective about who we work with, and very proud of what we’ve achieved together. We prefer ambitious, open, forward thinking boards and management teams, or those who wish to be so.
Having a quality, engaged board can make the difference to the performance of an organisation. We assist boards understand and impact their ability to add value to their organisations.
We’ve helped boards across most sectors and industries oversee some truly great change and growth. We look forward to helping you achieve the same.
CASE STUDIES
BOARD ADVISORY
THE CLIENT
ASX 100 listed company.
THE CHALLENGE
The long-serving chairman was due to retire.
THE FOCUS
Facilitating a highly respectful and professional succession process.
THE APPROACH
In a highly consultative process, the Chairman, members of the board, the CEO, CFO and Legal Counsel were confidentially interviewed to uncover the needs of the board, potential candidates for the role of Chair and evaluation of the candidates against agreed criteria. A collaborative discussion was facilitated with the board to create the context for a respectful transition for the Chairman and succession of the best candidate to Chair.
THE IMPACT
The outcome was owned by all participants through a high integrity process.
STRATEGIC PLANNING DAY
THE CLIENT
One of the top 5 highest respected NFPs in Australia.
THE CHALLENGE
Significant disruption and transformation with high level of board and key staff renewal. Needed to gain ownership from divergent board, management, staff and volunteers for a new strategic direction.
THE FOCUS
Clarity and agreement around whether the purpose needed refinement in a fast changing context, and refinement of the strategic pillars and key stakeholder performance indicators.
THE APPROACH
A highly interactive strategy workshop was facilitated with the participation of the board, key members of the management team and key volunteer representatives. The day began with a discussion around the Governance Ecosystem and the roles and responsibilities of the board. This set the context for all participants to engage in understanding the leadership challenges, threats and opportunities ahead. A number of future scenarios were used to test the robustness of the refined purpose. All participants had an active voice throughout the day.
THE IMPACT
Clear set of actionable strategic priorities
A common language has facilitated mutual respect and clarity around the vision, mission and strategic direction
Agreement around what leading board practice should look like and steps to be taken to achieve it
High level of respect accorded to all parties and ongoing excitement and alignment with the path broadly scoped for the future
Participants consistently highlighted the value gained from the collegiate interaction and recognition of contribution from above and below in this iconic global NFP
The parameters within which the strategy was to be formulated was clarified with a number of new and generative pathways created.
ENGAGING WITH THE BOARD – ENHANCING BOARD REPORTING
THE CLIENT
ASX – 50 listed company.
THE CHALLENGE
Board reports were over 1000 pages, complex and did not provide the board with the appropriate content nor structure required for them to have effective oversight and add value.
THE FOCUS
Supporting Management identify what the board needs to know – providing quality not quantity.
THE APPROACH
Members of the executive team and other key members of the top management team (TMT) were invited to an interactive, practical workshop. The objective was to understand the needs of Directors and how they could best provide directors with the information they required to make good decisions, rather than provide all the information available. At the end of the session, Directors were invited to a Q&A with participants.
THE IMPACT
Board pack was reduced to an average of 55 pages of clear, succinct insights and options enabling better decision making and discussion. Boardroom focus is now elevated to the strategic rather than operational detail. The board and management relationship is characterised by higher levels of trust and collaborative partnership.
OUR team
Decades of experience supporting boards to add genuine value and have greater impact.