Driving for Performance from the Board
Published 4th December 2017
Boards tend to have an easier time ensuring effectiveness and preserving value than to drive for performance, often delegating to management. With global competition intensifying and the speed of change accelerated by digitalisation and other disruptions, boards increasingly need to take the lead in orchestrating and driving for performance. Boards that impose a "performance" culture unlock performance potential, pre-empt the activist attack, reduce risk and competitive threats, and enjoy greater strategic independence.