CHAPTER 8 Board Behavioral Profiles in Action
How Boards of Each Profile Approach Best Practice
A construction company’s board brings in a director from the retail world. The board of a global engine manufacturer radically overhauls its director-management communications. Site visits become the norm, and tech and cyber issues find a regular place on the meeting agenda. Around the world, governance professionals are evolving business as usual for the digital age, exhibiting traits of specific Board Behavioral Profiles and shifting profiles when necessary – consciously or unconsciously.
How can your board use the Board Behavioral Profiles to boost its performance in value creation; resilience; risk management; strategy; environmental, sustainability, and governance ESG issues; and personal accountability? Knowledge is half the battle. The sections below show representative tendencies for each profile in each area. Where does your board currently fall? Where might it need to shift, for right now and in the future?
Value Creation
- Foundational Board. Growth-focused, but often as an extension of management team, with limited governance resources, and experience.
- Structural Board. Asks questions and uses online tools, but its “caretaker approach” and strict oversight focus may stifle value creation.
- Catalyst Board. Supported by innovation committees, multiperspective conversations, and ongoing director education, prioritizes value creation with a “private equity” approach that may ...
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