We know what makes good boards great.

Board Q takes a unique approach to board effectiveness, addressing not only the quality of thinking and decision making, but also the nature of the climate and dynamics that exists in and around the boardroom. Both of these elements are key to effective corporate governance and indivisible in their impact on board performance. It is this socio-cognitive approach that distinguishes the BoardQ proposition. 

The key to better corporate governance lies in the working relationship between board members. We understand that a great board:

√      Has enough knowledge of business, expertise and access to information to make a significant strategic contribution

√      Fosters a climate of openness that revolves around board interaction, communication, trust

√      Welcomes constructive dissent, bonds strong enough to withstand divergent viewpoints and robust debates

√      Encourages Directors to play multiple roles, beyond rigid roles and singular specialist contributions.

A board dynamic i.e. how directors engage and work with each other in shaping the future of a company, is a critical determinant of board effectiveness. Independent evaluation can energise and renew a board through an impartial exploration of member roles, skills, styles, decision-making processes and working relationships.

The character of companies in the coming years will be determined in large measure by how well boards improve their own effectiveness.
A great board is far greater than the sum of the talents of its individual directors.