Market crossroads: fertile ground for board development

Abstract

Governing boards are a bit like meteors above an organizational “planet”. If they position themselves too far above it all, they are likely to float at an innocuous distance, meaningless and without impact. On the other hand, if they plunge too deeply and quickly they are likely to burn up in the atmosphere, dissipating their well‐intentioned energy in a spate of “micromanagement”. This article describes a process for capitalizing on a market “crossroad” as an opportunity for board and staff alike to “rehearse” alternative views of the future, gain experience in the process of grappling with associated policy matters and make peace with both a shared vision and a more appropriate relationship with one another. Relevant concepts, tools and processes are outlined for adaptation by governing bodies in similar circumstances.

Citation

Kipp, M.F., Hunter, R. and Aspinall, M. (2002), "Market crossroads: fertile ground for board development", Corporate Governance, Vol. 2 No. 2, pp. 13-15. https://doi.org/10.1108/14720700210430306