CONTEXT
A multinational telecommunications company was undertaking a critical transformation of its shareholding and governance model.
The change of shareholding and a challenging competitive landscape required a board that could make effective and cohesive decisions.
APPROACH
- Understanding the situation by interviewing key board members (chair, CEO, lead independent director, committees chairs, board secretary) and analysing selected company documents including strategic plans and board meeting reports
- Preparation of a questionnaire for leading interviews with all board members, addressing the resulting critical areas and aimed at finding common ground
- Execution of confidential interviews
- Development of a report containing our findings, suggested areas for improvement and a feasible implementation plan
- Presentation of the results to the board
- Follow-on support
OUTCOME
A set of projects was unanimously agreed:
- Improvements in communication between the management and the board
- More involvement of the board in the discussion of the company’s strategic plan
- More efficient flow of documents to the board
- Implementation of common sense actions to improve cohesion (such as informal pre-board meetings)
- Proper induction programme for new board members