This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (High Impact Boards) is a 20-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
This age of disruption and its associated challenges has put a lot of strain over Boards and Directors to become agile. In a study on Board practices of 750+ Corporate Directors, representing both public and private owned businesses globally, from a full range of industries—revealed striking differences in the way Directors assigned their time in Boardroom activities and for the effectiveness of their Boards.
This presentation provides a detailed overview of the practices, time commitments, devotion, and strategic priorities that differentiate 3 types of boards:
We also discuss the factors that help improve Directors' impact and the efficiency of their Boards. A skilled chair can render a Board more useful by setting high standards and taking action to help members improve their contribution.
The slide deck also includes some slide templates for you to use in your own business presentations.
High Impact Boards are characterized by their strategic focus and ability to adapt to changing conditions. They engage in deeper performance discussions with the CEO, examine leading indicators, and prioritize innovation and growth. These boards allocate more time to critical activities such as M&A, organizational health, and risk management, ensuring they stay ahead of trends and drive long-term success.
This presentation includes detailed templates to help you categorize and assess your board's impact level. Whether you are looking to elevate a low-impact board or refine the practices of a high-impact board, these tools provide a structured approach to improving governance and strategic oversight. The insights and frameworks offered are grounded in extensive research and real-world application, making them invaluable for any organization aiming to enhance board performance.
This PPT slide presents an overview of "High Impact Boards," emphasizing their focus on minimizing biases in strategic decision-making. It categorizes various strategic practices into 2 groups: "Rigorous" and "Basic." The majority of directors in high-impact boards actively engage in these practices, which are essential for effective governance and performance management.
Under the "Rigorous" category, practices include reducing decision biases, evaluating resource reallocation, and assessing value drivers. These activities are critical for ensuring that boards make informed decisions that align with the organization’s strategic goals. The slide indicates that these practices are largely adopted by most high-impact boards, highlighting their commitment to thorough analysis and strategic foresight.
The "Basic" category includes practices like assessing portfolio diversification and engaging in innovation. While these are also important, they appear to be less frequently practiced compared to the rigorous strategies. The slide suggests that high-impact boards aspire to enhance their engagement in these areas, particularly in adjusting strategies based on changing conditions and ensuring that their strategies remain ahead of trends.
Overall, the slide conveys that high-impact boards are not only striving for innovation and growth, but are also taking concrete steps to refine their strategic practices. This commitment to reducing biases and enhancing performance discussions with the CEO signifies a proactive approach to governance. For potential customers, this insight underscores the importance of adopting rigorous strategic practices to drive organizational success.
This PPT slide presents findings from a McKinsey survey regarding the time commitment of high-performing boards in various strategic areas. It highlights that these boards allocate significantly more time to critical activities such as performance management, mergers and acquisitions (M&A), organizational health, and risk management. The data is structured to show the average number of days per year that board members dedicate to each issue, with a total of 25 days indicated for overall engagement.
The chart breaks down the time commitment by specific issues. Strategy and performance management each receive around 4 days, while execution, investments, and M&A take 3 days. Organizational health and talent management, along with business-risk management, are allocated 2 to 5 days, suggesting a focus on these areas is essential for board effectiveness. Core governance and compliance also receive 4 days, indicating that even foundational responsibilities are prioritized.
The survey results imply that boards with lower impact recognize the need for deeper engagement, but often fall short in their time commitments. This discrepancy highlights a potential gap in board effectiveness, suggesting that increased focus on these key areas could enhance overall performance. For potential customers, this slide serves as a compelling argument for the necessity of dedicating adequate time to strategic oversight and governance activities. It underscores the importance of aligning board time allocation with organizational priorities to achieve desired outcomes. The insights presented could guide boards in reassessing their time management strategies to improve effectiveness and impact.
This PPT slide presents an overview of "Low Impact Boards" and their approach to strategy practices. It highlights that a significant portion of directors within these boards focus primarily on minimizing biases in their decision-making processes. The content is structured into 2 main categories: "Rigorous" and "Basic" strategy practices, each containing specific activities that boards might engage in.
Under the "Rigorous" category, practices such as reducing decision biases, evaluating resource reallocation, and assessing value drivers are mentioned. However, it is noted that these practices are not widely adopted among low-impact boards, as indicated by the empty circles next to most of these activities. The slide suggests that while these practices are recognized as important, they are not commonly implemented.
The "Basic" category includes practices like adjusting strategy based on changing conditions and assessing whether the strategy stays ahead of trends. Again, the lack of widespread adoption is evident, with only a few practices marked as being practiced by a minority. The slide emphasizes that engaging in innovation and assessing portfolio diversification are areas where low-impact boards show limited activity, which could hinder their overall effectiveness.
The visual representation of the data, with circles indicating the level of practice, reinforces the notion that these boards are not agile in deploying strategic practices. The slide serves as a critical reflection on the operational shortcomings of low-impact boards, suggesting that their approach may not align with best practices in governance and strategic oversight. This insight could be valuable for organizations looking to enhance their board effectiveness and strategic alignment.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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