The BoardQ Advisory Difference

As much of board work is socially accomplished through interaction, communication and trust, we approach every board as completely unique.

An ambitious board effectiveness review, desired and endorsed by directors, can turn a good board into a great one, making the whole greater than the sum of the parts. But this transformation from good to great only occurs when boards have a clear vision of the board they want to be.

BoardQ has partnered with boards and organisations (both listed and unlisted), that have encountered one or more of these challenges: 

• A chair concerned about the effectiveness of the board or putting in place a once in 2-3 year board effectiveness review process, now regarded as good corporate practice 
• A chair who has identified a need for the board to have some collective development, often triggered either by changes in board membership and/or company ownership with the goal of building a more cohesive board skilled in robust debate
• Concerns the board or nominations committee may have about the quality of management and/or the pipeline for potential CEO successors
• A recognition that something about the decision making culture either of the top team or board requires strengthening, often as a result of a PIR of a large acquisition decision
• In the face of rapid sector disruption or transformative forces, the chair/board's recognition for the need to undertake a systematic 'fit for future' skills and capabilities plan to ensure it is in the best position to provide the strategic leadership required
• On-boarding a new board member (either new to that board or new to board life); Recognition that the transition from an executive role to a non-executive role is a difficult transition and additional external support may be required

What clients have said:

 “I have been a director for a number of years, but this is really the first time I have stepped back to reflect on how we have been working together and the part I play in improving our effectiveness as a group” (Public Company Director)

 “Agenda driven meetings don't always create the reflective space for me to reflect on why I joined this board and if I am operating at my full potential as a director” ” (Public Company Director)

“I am a recently appointed director and a review such as this is timely to build my confidence and contribution ” (Public Company Director)