How Board Evaluations Can Enable Value Creation

Yet, how do boards maintain and improve their effectiveness and efficiency? How do they ensure their relationship with management is both open and constructive, facilitating the agility needed to adapt to rapid changes?

What is a Board Evaluation?

All roles and functions in an organisation are regularly subject to performance evaluations, and the board should be no exception. The board evaluation is a structured process for taking stock of the board’s way of working, and also identifying opportunities for development.

Proactive Use of Board Evaluations

The effectiveness of a company's board of directors is not merely a reflection of its governance prowess but a significant driver of its overall success. As the demands on corporate boards continue to evolve in response to market shifts, regulatory changes and stakeholder expectations, the importance of conducting regular and thorough board evaluations has never been more pronounced.

Effective boards are instrumental in shaping strategic vision, ensuring robust governance and fostering a culture of accountability within organisations. They serve as the bridge between stakeholders and the management team, offering oversight and guidance that steer the company towards its long-term objectives.

Benefits of a Board Evaluation

The role of the board has undergone significant transformation over the years, with more transparency and greater focus on the board dynamic to ensure optimal performance. Today's boards are expected not only to fulfil their traditional responsibilities but also to be deeply engaged in strategy, risk management and sustainability issues. Investors are also more demanding, with the topic of board design and effectiveness regularly discussed prior to their engagement with companies. Indeed, in many jurisdictions around the world, board evaluations are mandatory for larger companies, in particular listed ones. This expanded remit requires boards to possess a broader skillset and a more dynamic approach to governance.

Board evaluations offer a structured mechanism for assessing the board's effectiveness and identifying areas for improvement. They provide a platform for reflection on the board's performance, composition, value creation, succession planning, culture, processes and interaction with the executive team. Board evaluations encourage a culture of continuous learning and development, ensuring the board remains fit for purpose amid changing business landscapes.

How to Carry Out a Board Evaluation

Several models exist for conducting board evaluations, ranging from internal reviews led by the chairman or a board committee to external assessments carried out by independent and impartial advisers, to observation in the boardroom. These models vary in their approach and focus but share a common goal: to provide an objective assessment of the board's performance and its alignment with the organisation's strategic objectives.

Assessments can be done on the full board, board committees or individual directors. Effective evaluations consider various dimensions of board performance, including its structure, dynamics, competencies, and processes, as well as the contribution of individual directors. They assess the board's role in strategy formulation, risk oversight, succession planning and stakeholder engagement, among other responsibilities. And they should be conducted in an environment conducive to openness and honesty among directors.

Importantly, the chosen model for board evaluation must be tailored to the specific context of the organisation, considering its ownership structure, legal requirement, sector specific regulation, industry and corporate culture. For instance, the evaluation process for a publicly listed company may differ significantly from that of a family-owned enterprise or a nonprofit organisation. Customising the evaluation to the organisation’s unique characteristics ensures that it is both relevant and effective in driving board performance.

Frequency

Best practices suggest that board evaluations should be conducted annually as part of a regular cycle of activities. This frequency ensures that the board remains focused on the organisation's strategic direction and can adapt to changes in its external environment or internal dynamics. Additionally, it's prudent to undertake a more comprehensive, in-depth review every three years, possibly involving external facilitators to gain fresh perspectives, and a neutral environment.

Special circumstances may also necessitate off-cycle competency analysis. These include significant shifts in strategy, the business landscape or after the completion of a substantial merger or acquisition.

Core Elements of a Value-Creating Board

Our method consists of the following core elements which forms the foundation of successful board work:

• The basis for a value-creating board consists of the most important areas of responsibility for the board: strategy, financial oversight and control, risk management and the right management team. Additionally, the chairperson responsible for utilising the diversity of competencies to the benefit of the company, stakeholders and the leadership team.
• Research, previous board evaluations and observations from boardrooms also illustrate four important pillars:
  1. Board composition.
  2. Team dynamics.
  3. The relationship between the chairperson and the CEO.
  4. Structure and processes/committees.
• Good governance and compliance as well as ownership structure.
• Additionally, we follow-up from the latest board evaluation to secure a roadmap for the board’s development.

The boards that will lead their companies to success are those that recognise the power of introspection, adaptation, and evolution. Board evaluations stand as a cornerstone of contemporary corporate governance, offering both a reflective analysis of current performance and a strategic blueprint for future excellence. By cultivating a culture of self-assessment and perpetual advancement, these evaluations not only amplify board effectiveness but also establish a high standard of leadership. Ultimately, they are instrumental in driving organisational health, fostering value creation, and securing long-term success.

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