Boardroom Process

Your Pain

Many owner-directors feel that the boardroom process just doesn’t work for them. Meetings are generally long and directionless and decisions don’t feel connected to the big plan or what happens in reality.

“Surely there is a better way of running the board and board meetings?”

How We Can Help

Working with fast growth businesses, we have created the Boardroom Process Framework that enables you to:

• Devise, define and articulate a practical, results and action-oriented business strategy and;
• Create the boardroom process to monitor and evaluate performance as well as hold the relevant directors accountable for the results.

There is no hiding place!

Clients work with us and our business consultants to put in place our Boardroom Process Framework which generally results in running an annual strategy awayday and subsequent monthly board meetings to keep the business focused on the right goals and the best ways of achieving them.

This results in you feeling a lot more in control and on top of things along with seeing significant business growth, an increase in profitability and business development.

Clients that have used our process and systems to create their own strategy include:

 

 

Who This Worked For

Despite many early successes, Charlie Bigham of Bigham’s felt that the future of the business was unclear. There was no strategic planning for the future, just lots of questions. Exactly how was his highly innovative (and disruptive) approach to food production going to compete and win? He was David competing with Goliath, selling into the likes of Waitrose.

First we looked at the current business strategy and just how good it really was.

Stepping back from the business, and armed with industry, competitor and customer research as well as some novel approaches to get-to-market, we were able to clarify and articulate the unique sweet spot and how it could establish Bigham’s as a dominant player, in specific shelf spaces, in key supermarkets in the UK. The issue was about creating a highly ambitious yet realistic, believable business development plan and being able to roll it out for business growth. Year on year.

Starting with a senior team awayday, all the options, possibilities, opportunities and routes to market were explored. The “cunning plan” was developed; part art, part science. The ‘wallpaper plan’ was created, checked and rechecked to ensure that all parts of the business were integrated and aware of their contribution to the whole picture.

This was the start of a long-term mentor relationship establishing a framework for board meetings including a scorecard/dashboard to monitor progress on a month-by-month basis – an all-inclusive framework that enabled heads of department to understand what was required of them, their departments and those of their colleagues. Accountability and delivering on the plan were at the centre of the business.

Our subsequent involvement was to run the awaydays and to chair and manage board meetings on a monthly then quarterly basis. Quarterly and six-monthly reviews kept the process focused.