From Procedure to Process Behaviour

From Procedure to Process Behaviour

An article by Helen Pitcher OBE for the Company Secretary’s Review
Volume 39, Issue 8, August 2015

This article from Helen Pitcher OBE, Chairman of Advanced Boardroom Excellence looks at some of the influences driving the change in focus on Board behaviour, but more importantly asks if you are ready willing and able to adapt your behaviour to support the Chairman and the Board to deliver the future of Board effectiveness.

The Governance Landscape

The Governance Landscape

An article by Helen Pitcher OBE for the Company Secretary’s Review
Volume 39, Issue 6, July 2015

"The governance landscape as you will be aware has been developing rapidly over the past three years. In overall terms there has been an increased focus on the sustainability and longevity of companies by the regulators which is reflected in the governance code and guidance provided by the FRC."

Non-Executive roles great, but in Financial Services? “No thanks”

Non-Executive roles great, but in Financial Services? “No thanks”

New research suggests that ‘regulation creep’ is deterring NEDs looking at roles in Financial Services

Incoming regulations designed to make company boards more accountable for corporate failings could have a dramatic and damaging effect on the diversity on Britain’s biggest financial services businesses and the way their Boards are run, according to a new report.

Advanced Boardroom Excellence, a leading board effectiveness consultancy, and Tyzack Partners, the international executive search firm, are highlighting that the financial services sector could be in for a shock when it comes to recruiting new blood from 2016 onwards. 

The report, entitled ‘Walking the Tightrope of Board Responsibility – a Difficult Balancing Act’, suggests that the introduction of the ‘Senior Managers’ Regime’ next year could act as a deterrent to and lead to a narrowing of experienced and capable business people considering non-executive directorships at leading financial services companies.  

Diversity in the Executive Pipeline

An article by Advanced Boardroom Excellence for the LexisNexis Company Secretary’s Review, Vol 38, No. 16, Published on 19 November 2014

In this article Helen Pitcher from Advanced Boardroom Excellence considers the need for diversity in the executive pipeline, and the important role played by non-executive directors.

As we consider the future of boards and reflect on past failings and misadventures it is important to remind ourselves of the capabilities and skills that non-executive directors (“NEDs”) are designed to bring to a company.

Are you on the crest of the diversity wave – or struggling to catch up?

An article by Advanced Boardroom Excellence for INFORMED, the quarterly magazine of The Investor Relations Society, Autumn issue 2014, no 84.

Ensuring that the board has a good response to external questions about diversity is a vital part of the IRO’s work. Helen Pitcher looks at the issues involved in this area.

And just who is responsible for diversity?

 And just who is responsible for diversity?

An article by Advanced Boardroom Excellence for HR Networks magazine

The change in the diversity environment is notoriously slow and ponderous. Here Helen Pitcher Chairman of Advanced Boardroom Excellence, a Board Effectiveness Consultancy ponders the speed of change and suggests we are at a significant point in the business cycle with regard to diversity.

The Board's Strategic Succession Imperative

The Board's Strategic Succession Imperative

An article by Advanced Boardroom Excellence for Governance

First published by Governance, May 2014, Issue 239

Helen Pitcher argues that succession planning needs to be broader than simply board level appointments and should include identifying the talent pipeline within.

'… succession needs a 20-year horizon not the limited three- to five-year horizon that spans a typical CEO’s tenure. Interestingly, organisations that have focused in depth on such matters have had long-standing CEO’s, stellar performance and a clear and deeper focus on their talent, providing both formal development, stretch assignments and exposure to the board.'

Advanced Boardroom Excellence launches a Code of Practice for Board Evaluations

Originally published on 4 Feb 2014 by Hr NETWORK News

Advanced Boardroom Excellence, leading advisers in developing individual and collective director effectiveness, has recently launched a Code of Practice for Independent External Board Evaluations (the “Code”). The Code sets out guidelines for achieving a high-quality board evaluation with reference to the Financial Reporting Council’s Guidance on Board Effectiveness.

Advanced Boardroom Excellence launches a Code of Practice for Board Evaluations

Advanced Boardroom Excellence (“AB Excellence”), leading advisers in developing individual and collective director effectiveness, has today launched a Code of Practice for Independent External Board Evaluations (the “Code”). The Code sets out guidelines for achieving a high-quality board evaluation with reference to the Financial Reporting Council’s Guidance on Board Effectiveness.

The Evolution of Women into the Boardroom and Senior Leadership Roles

The Evolution of Women into the Boardroom and Senior Leadership Roles

An article by Advanced Boardroom Excellence for The Hawkamah Journal

"...a more fundamental question is answered if we define achievement of Women In Leadership equality as a successful longer term ‘sea change’ in the levels of women on Executive Management Committees and in Senior Leadership roles. This ‘sea change’ will provide the sustainable ‘supply’ of women to Boardrooms as the seed corn for a selection process based on merit thus avoiding the debilitating effect of a ‘tokenism’ label."