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The biggest dilemma any Chief Executive faces is which performance or whose performance to monitor or improve first – company, team, share price, product or service or board. We have seen many cases wherein entire CXO team or boards have resigned. The issue at the core is one or many of the performances have been overlooked.
Our research has shown that when you manage any business, you are actually managing only two vital elements: your team and multitude of risks for example, credit, market or operational risk.
Board must be so designed, selected, allocated and organised that its oversight, advice and effectiveness will enable the CXO team to move in the right direction and able to cascade exactly same message to team or able to deploy a bottom-up approach and bring matters to notice of the board. This is the reason why Board must be independent, expert and strong enough to take decisions, vote for and advise convincingly.
Agency theory explains principals are shareholders, investors or founders and agents are custodians or managers that is immediate CXO team; however for to solve the agency issues between these two groups the strongest link is the company’s BOARD. Therefore, whether you are a pre-revenue start-up or an established trillion dollar publicly traded company, the importance of having effective and performing board is much crucial to your company’s success, resilience and a longevity. For example, a new founder is trained to become a seasoned CEO with the help of an effective non-executive team.
We advise on what, why and how to measure and how to interpret, monitor and improve. We have deep understanding of how complex situations and conflict prone management, and transactions work out and what it needs to create a harmonious and amicable environment based on a robust skills set, trust, fairness and discretion.
