Peter Crow
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The Board's role in the development and execution of strategy

26/6/2012

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What role should a Board of Directors play in the development of strategy? I've heard many responses when I've asked this question—ranging from "rubber stamp the CEO's plan" through to "actively create and implement the strategy".

The best answer lies between these extremes. The Board should be fully involved with the development of the strategy and oversight of execution, but it should not become involved with implementation because that is the job of management (the Board should "create, decide and monitor" but not "do"). There seems to be widespread agreement amongst researchers(*) that this level of involvement is appropriate, and importantly, that this level of involvement is associated with good company performance. And it makes sense—after all, the Board (not the CEO) is ultimately responsible for the performance of the organisation. Given this argument, why do so many Boards steadfastly remain passive when it comes to the development strategy? They are doing their companies and their shareholders a gross disservice. 

(*) Please contact me if you'd like a list of references.
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The humble apostrophe and pluralism

21/6/2012

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I am no English scholar, but I am a bit of a stickler when it comes to grammar and punctuation. Take for instance the humble apostrophe. How often have you seen an apostrophe inserted in the word "it's" to imply ownership when "its" is correct? Another rather common mistake in business writing is the incorrect usage of the plural "are" following a company name. When a company (singular) takes an action, the company "is" acting.

The incorrect usage of words, punctuation and grammatical constructs is a sign of sloppiness. It also creates an opportunity for miscommunication to occur. In today's technologically-equipped world, real-time grammar checkers should have all but eradicated poor grammar. Yet the evidence seems to show the opposite. The widespread influence of instant communication via email, text messaging and Twitter seems to have elevated speed (of response) over precision (of message). Think about the messages you have received in the last seven days. How many contained ambiguities or grammatical errors? Perhaps more importantly, how many messages did you misinterpret or misunderstand—to the extent that you needed to ask a question or double-back to check on a relationship? This might sound a little picky, but each poorly constructed message has the potential to reduce our productivity. And that brings me to the point. Isn't technology supposed to enhance our productivity? I'm sure it can, but only if we get the basics correct first.
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What's your risk attitude?

13/6/2012

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What's your attitude towards risk? Are you a pragmatist, a conservator, a maximiser or, are you a manager?

When I was young I used to ride motorbikes on the farm—fast, sans helmet and often in light clothing. It was the normal thing to do in the seventies. I also did many other things that, looking back, could easily be described as "risky" in today's terms. My risk appetite was high (and to be truthful, I probably didn't even think about it at the time). Now, forty years on, our children have grown and all but left home. I've gathered a wealth of life experiences. Unsurprisingly, my appetite for risk—as a father, husband and as a business professional—has changed. In some areas, I take fewer risks than before. In others, more.

Understanding our attitude towards risk in the business world is as crucial as it is in our personal lives. There's a great article over at the HBR Blog Network that puts it all in perspective—particularly our response in different market conditions and the downstream consequences that follow. I commend it to you over coffee today!
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Skirts and/or Shirts: what difference does it make?

12/6/2012

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Calls for more women on governance Boards have been coming thick and fast for a while now. Many proponents (here, here, here) are taking a stand, and the noise seems to be reaching a crescendo. The growing body of research that women make a difference is starting to look compelling. The presence of women on Boards seems to be associated with many positive aspects of governance, particularly behavioural aspects, including:
  • More civilised boardroom behaviours and conversation
  • Better dynamics and interaction
  • Increased attendance at meetings
  • Improved corporate reputation
Women are also better at processing information. However, evidence relating to one metric—some would say the most important one—is still remarkably elusive. Does the presence of woman on company Boards lead to improved financial performance? Is there a causal link? Inferential associations have been made, but no solid evidence has been demonstrated yet. If a causal link does exist, we need to find it. We need to move beyond the emotion, rhetoric, quotas and sideshows, to solid evidence. Then we can move on.
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Best foot forward: "Shoes" update

1/6/2012

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Eight weeks ago, I mentioned a great project to improve the health and wellbeing of  disadvantaged kids. Since then, the Shoes-for-Schools project has really taken off. Children from four schools now have new shoes. And today, the Dominion Post picked up on the project with this article. This project is a great example of a community rallying around to support others who are less well off.

PS: About $28,000 is still needed (not $2800 as reported in the article) to put shoes on every child in the area. If you can help, please contact the NPBC office.
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Dr. ​Peter Crow, CMInstD
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