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The strategic board

‘Historically, many consultants, commentators, academics and company directors have equated the board’s role (i.e. corporate governance) with oversight – ensuring that management operates the company in accordance with plans produced by management and with relevant statutes, regulations and operating codes. As such, the board’s contribution to company performance is supposedly fulfilled if management is held to account for its actions.

‘However, one has to question whether boards pursuing such a modus operandi actually drive future performance. Perhaps it would be more accurate to say they have a compliance orientation, protecting assets and preserving reputations…’

Dr Peter Crow, Independent Board Advisor and Company Director, Church & Trust Accounting Services Limited, reconsiders the role of the board at the heart of strategic operations in his article for this month’s Governance and Compliance magazine. Dr Crow examines the current role being performed by a company’s board and suggests a new governance model to maximise strategic success.

Read the full article.

Dr Crow’s session, ‘Good strategy vs bad strategy’, will be at 11:30 on Tuesday 4th July 2017.

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