Imagine a board that serves as a powerful strategic sparring partner for the company’s operational leadership—where decisions are made based on real-time information – in close collaboration between the company’s strong executives, each with their own expertise, and strategically strong board members with complementary and equivalent competencies.
A team of people who understand each other, speak the same language, and actively support and elevate the company’s overall leadership, both executives and board members, while respecting competence diversity. All of this to contribute to the company’s maximization.
Serving on a board means actively and meaningfully contributing with the competencies for which one has been selected – just like in a relay race, where both sprinters and long-distance runners play a role. To maintain momentum and progress, it is crucial to pass the baton at the right time, before the pace slows down.
This requires a continuous adaptation of competencies, ensuring that the board remains agile and capable of handling and leveraging both today’s and tomorrow’s complex challenges and opportunities.
When a board brings together diverse skills and perspectives, it becomes a decisive factor in a company’s competitiveness. But it’s not just about being competitive – it is about the strength and perseverance with which the company maintains its competitive edge. In a world characterized by rapid change, this must be a continuous focus area – not just an annual discussion.
A powerful board is more than a formal entity that meets quarterly. It should function as an active sparring partner, helping to mitigate risks, support a robust and sustainable strategy, and act as an internal consulting hub that creates real value in the company’s strategic development.
A value-creating board member actively contributes – it is more than just showing up for meetings. Board members who participate passively and only skim meeting minutes at the last minute are what we call red-light members. Ideally, they should hit three red lights on their way to the board meeting, giving them time to catch up on the minutes and prepare. In a powerful board, everyone is thoroughly prepared and up to date.
A truly engaged board member maintains an ongoing dialogue with the leadership areas relevant to their expertise. This ensures that critical insights on production, IT, cybersecurity, sales, CSRD, and ESG are as real-time as possible – not merely filtered through the CEO and Chair.
Just imagine what a 30-60-minute conversation between two experts can contribute to the strategic decisions of the entire board. This knowledge should not only supplement written reports but also ensure that information flows beyond a few key individuals. Decision-making is not just about having access to information – it is about creating shared frame of references and a solid knowledge base.
The world changes minute by minute – not quarter by quarter. More frequent board meetings can ensure that strategic opportunities are seized when they arise, and challenges are addressed before they escalate.
Imagine a board meeting in December 2024 – and then the next one in March or April 2025. What strategic decisions might have accumulated that could have been made much earlier? In a time of rapid change, it is essential to have a board that can respond swiftly and proactively.
More frequent meetings do not necessarily lead to increased administration – quite the opposite. A combination of physical meetings and efficient Teams meetings can create a more flexible and dynamic board structure. Often, a focused monthly meeting of 2-3 hours can be more effective than quarterly full-day meetings.
With more frequent meetings, the board gains access to near real-time information, fostering more up-to-date discussions, faster decision-making, and greater agility – before it is too late.
The future’s competitive parameters span across digitalization, sustainability, cybersecurity, geopolitics, global trade, and regulatory requirements. A powerful board consists of members with diverse professional competencies, international perspectives, and a deep understanding of how new market dynamics impact the company and its competitive strength.
A powerful board adds value by doing more than just asking the “right” questions. It takes the lead by proactively researching, analyzing, and introducing new perspectives – from innovative solutions to market opportunities and growth strategies. It ensures that the company does not just react to changes but actively shapes the future.
A company in constant development needs a board that not only keeps up but stays ahead. A board where every member is engaged – not for the remuneration, but because it is inspiring and value-creating to be part of a strong, professional community. A community that develops the board, the leadership, the company – and each individual member.
Consider the impact your current board has made:
How would your bottom line look if the board had not been there in the past 12-24 months? Would it have been stronger or weaker?
If you want a powerful board, we are happy to have an informal discussion on how it can be strengthened.
Laigaard Executive Search ApS • Christianshusvej 193 • DK-2970 Hørsholm • Tel. +45 72 140 900 • info@laigaard.com
