The board's contribution to strategy and business performance: Some thoughts to ponder

The topics of strategy in the boardroom and the influence that boards have (or not!) over firm performance have been in the minds and on the lips of many people in recent months. From high-quality articles on websites and respected magazines, to academic research papers, speeches at conferences and symposia and casual thoughts expressed in private, the conversation has ebbed and flowed.

That these topics remain on the radar suggests that directors are starting to recognise that the board might have a role beyond approving strategy and monitoring performance. But what role? To assist the discussion, here are some thoughts published on Musings in the last twelve months:

• How to keep strategy alive in the boardroom
  
• If directors get serious about strategy, what are the consequences?
• "Big firms fail to match growth of economy"
• If the CEO sets the vision, what value does the board add?
• How does [strategic] thinking differ from planning? 
• Boardroom decisions: The crucial importance of context 
• On the unravelling of a business 
• Boards: a timely call for courage
• NACD Commission on strategy: an increased role for the board?
• The contribution of boards to company performance
• Purpose before strategy

I hope this collection of links is of some use. Please contact me if you would like to pick up on any of the points made here or elsewhere.