When designing teams to work as agents of making strategy happen, the CEO and the board needs to be on the same page with the answers to these three questions.
Many boards are still trying to reconcile the relationship between sustainability, strategy, and shareholder value, which can vary significantly from one organization to the next.
Boards must also step up to work in tandem with executives in overseeing the execution of more holistic, sustainable corporate strategies.
When I first joined the Nokia board of directors in 2008, a typical meeting with top management went like this: The leadership team presented their
Four CEOs at Barnes & Noble in five years? That is more than a pattern. It indicates something at the board level isn’t working.
For directors leading the strategic development process for an organization, understanding what can go wrong can be just as important as understanding the process itself.
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