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How much of your last board meeting was spent discussing a future your competitors have not yet created, and how much was spent explaining why last quarter happened? That question usually earns a smile. Then the room becomes very quiet.
I still laughs at one particular board retreat. Walking into the room with all the confidence that years of governance consulting can sometimes create, it seemed obvious that the directors wanted help refining strategy.
Two hours later, after listening carefully, it became clear that everyone had become exceptionally good at analysing reports about yesterday while almost nobody had asked where the business would be five years from now. The embarrassing part was not that the board had missed the point.
The embarrassing part was believing, for the first twenty minutes, that the discussion was heading somewhere strategic. It was not. It was simply history wearing an expensive suit. READ MORE |