Case Studies
Corporate Governance
A board that debated the right questions.
A recently listed group carried a board composition and cadence designed for a private company, with meetings dominated by management reporting.
- Service
- Corporate Governance
- Sector
- Listed Group
- Engagement
- 4 months
The Problem
What stood in the way.
- Eighty per cent of board time was spent on backward-looking reporting.
- Committee remits overlapped, and risk had no independent line of sight.
- Two critical capability gaps sat unfilled on the non-executive bench.
Our Approach
How we worked.
- 01
Conducted confidential director interviews and observed two full board cycles.
- 02
Redesigned the annual agenda around strategy, capital and risk rather than reporting.
- 03
Specified two non-executive appointments against the identified capability gaps.
Outcomes
What the work produced.
- 55%
- of board time on forward agenda
- 2
- targeted NED appointments
- 3
- committee remits rewritten
The board now spends the majority of its time on decisions ahead of it, with clear committee ownership and independent oversight of risk.
Next Case Study
Risk & Restructuring