The Strategy Away Day is the traditional board forum for strategy development, but with this unavailable (and of questionable value anyway) there are serious questions to be answered about how boards should “do” strategy.
How do boards move from strategy as an annual showcase event, with a rubber stamp and periodic progress reports, to a more adaptive and fluid model better suited to today’s environment — with the board injecting genuine value and taking greater accountability for delivery?
How should we seize the moment to re-think the relationship between the board and strategy — at a time when strategy has never been more critical in creating a map back to prosperity?
Social movements are now moving faster than business, none more so than Black Lives Matter. Progress, where it exists, has been too slow, and few workplaces are leading the way. Do radical movements demand radical responses? In this session we aim to explore the following issues:
Boards are facing an unenviable task. At the same time as they are calibrating their recovery plan to deal with one of the most significant crises we’ve faced, they are also expected to respond meaningfully to some of the biggest social changes we’ve seen in our lifetimes. COVID-19 and George Floyd’s murder have exposed some enormous cracks in Western society that the state cannot fix these alone, and business needs to move beyond tinkering and virtue signalling.
How can a chair build the agenda that helps get the organisation back to financial stability whilst ensuring it becomes a better citizen? How can a NED ask the questions that create the drive for an organisation to make the difference? How does governance become a powerful force for performance and purpose?
Great boards and executive committees afford time to what truly matters. To do so, they must be able to confidently answer:
If you’d like to answer the above questions, this workshop is for you. As with all workshops, you’ll be asked to contribute. Therefore a pre-requisite is your experience as a board member, CXO, or senior governance professional in shaping the board or ExCo conversation (e.g. through agenda planning, or understanding the organisation’s priorities and stakeholder concerns).
Newly introduced in the 17th century, London’s coffeehouses were the meeting places where an eclectic group would debate the big ideas, giving life to the stock markets and insurance industry, and spawning the forces that drove global trade.
Like The First, the UK’s only Think Tank for Chairs, Board Intelligence is located next to the site of London’s earliest coffeehouse, The Turk’s Head, and we aim to capture some of that enterprising spirit for the Board Intelligence Coffeehouse.
How it works: