The board directors should become interactive change agents that represent the organization, stockholders, and senior management.
Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. Here is a set of Digital Board director’s personas.
Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. Here is a set of Digital Board director’s personas. The Digital Board Director Personas
- The BoDs’ Digital Profiles Due to the “VUCA” digital normality, organizations today have to live up with the business dynamic which is uncertain, ambiguous, complex and flux. Board as a high-level governance body plays a crucial role in business advising and monitoring, as well as setting key tones in organizational culture style and leadership quintessential. Corporate boards also need to advocate changes and become the mastermind behind the digital transformation. Hence, today's BoDs need to be insightful, influential, strategic, and highly effective. The best fit for the board depends on the Board’s current makeup and culture and which "gap" needs to be filled. Here is a set of digital BoDs profiles.
The “Change Agent” Board of Directors Change is the only constant, and the speed of change is increasing rapidly. The board directors should become interactive change agents that represent the organization, stockholders, and senior management, make a significant influence on setting digital tones and shaping the digital mindset of the organization, both walk the talk and talk the walk and set the digital tone for others to follow.
- Digital Boards as “Leadership Masters” The board in a high-level leadership position plays a crucial role in business advising and monitoring, as well as setting key digital tones in organizational culture style and leadership quintessential. A high mature digital board is like a brighter light tower to guide the business in the right direction and take all these significant responsibilities more “thoughtfully.” Here are three leadership inquiries help digital BoDs sharpen their leadership capabilities and improve their directorship effectiveness.
- What Should the Board of Director’s Skills Matrix Include? The board of director plays a significant role in overseeing organizational strategy, setting policies, practicing governance and exemplifying leadership disciplines. The contemporary corporate boards need to focus on both performance and compliance, monitoring business performance and improving management effectiveness. Due to the “VUCA” digital new normal, the directorship in any organization must have the ability to inspire, guide, and motivate. What should the board of director’s skill matrix include to improve the directorship maturity individually or collectively?
Three Types of Digital “BoD Material”: More and more organizations intend to reinvent their Board with fresh eyes or new blood. An industry survey shows that one in three boards is looking for the new BoD. New seats mean the new opportunity for new minds, new skills, new perspectives, and insights. Mainly because it allows this company to free themselves up from any past obstacles to innovation, it is not necessarily mean technological innovation, but an overall mindful thirst for positive and iterative change. But first of all, you need to understand the maturity of Board: Which role does the board play in the corporation’s success? How is the board used in the corporation - governance, leadership (directorship) or both? If the board has a role in leadership what is the board's plan for itself. How does the board plan to contribute to value creation? When shall you have to navigate through unchartered waters? And which criteria shall you use to select the new BoD?
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