Investment Analysis and Portfolio Management Fundamentals of Business Management Fluid Mechanics Database Systems: Design Implementation and Management Social Psychology understanding macroeconomics SILKE: South African Income Tax Notes on Directing Digital Fundamentals Strategic Management The Law of Contract in South Africa Economie/Economics Select one: A fearlessly transparent CEO can have conversations with members of the nominating committee and the chair or independent director that address essential board capacitiesand identify which ones are missing. Feedback Management's implementation of board strategies and the board serving as the key decision maker are best associated with: a. Certifying board. a. risk of competitors imitating innovations Advising a CEO to be fearlessly transparent with his or her board is a pretty tall order. brands, as well as the competitive environment, consumer trends, and other marketplace trends The fact is that both pieces are critical to success. Marked out of 1. Before delving into logistics, cultural preparation must first take place to achieve the best business outcome. Select one: Its also not surprising that CEOs, when engaged in more intimate conversations about their role, are often keenly interested in finding help to validate their models of the business environment and to develop their vision of the future. While the individual who facilitates board meetings obviously plays a key role in managing tension, the mindset and posture of a CEO who clearly evinces comfort with discomfort, and even an appreciation of conflict, can be a subtle but powerful influence on the tenor of the conversation. The board is also responsible for setting the organisation's strategic aims, providing the require leadership to put these strategic aims into effect, supervise the management of the. b. Question 37 One director we spoke with, for example, disliked emails from the CEO: If the CEO shoots an email, then everyone is reacting to the email. My broad-based global experience and interdisciplinary focus, particularly in international development, have deepened my . In the former case, the board has not added a whit of value to the development of the strategy so it is largely useless on the most important matter in the entire company. By influencing what happens between board meetings, CEOs have the opportunity to curate and even cocreate the full board experience. They like to enforce the theme, We gotta let the CEO be the CEO. This sentiment was echoed by another director who said bluntly, Boards tend to be overly deferential to management. That deference, according to still another director, can become passivity, whereby boards defer to the CEOs judgment until its really not working., A third challenge is that boards may self-censor or otherwise fail to clearly communicate with the CEO, particularly if they anticipate a difficult conversation. Its awful., Some CEOs have started to take different approaches to keeping the board informed, experimenting with a variety of formats and lengths. Marked out of 1. My team should never feel like they have to withhold information. Thats not always the case, said a corporate governance professor. b. time pressures involved in serving the customer Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ("DTTL"), its network of member firms, and their related entities. has been saved, Seven steps to a more strategic board b. Tactical Question 23 Time taken 1 min 24 secs Question text Feedback 5 Steps in the Change Management Process. Today; Research Findings/Insights: Using survey data from 140 small firms in Norway collected in two different time periods, we demonstrate that leadership behaviors and processes have a greater impact on boards' strategy involvement than structural leadership . Specifically, there is a widely shared belief that strategy formulation is fundamentally a management responsibility and that the role of the board should be confined to making sure that an appropriate strategic planning process is in place and the actual developmentand approvalof strategy is left to the . management implementation of board strategies and the board serving. Question 38 To standardize and improve aftercare services, we will implement critical time intervention (CTI), an evidence-based, structured, and time-limited case management practice. d. no control over resources Directors may feel the strategy needs to address the emergence of new competitors, the slowing of growth, technology disruption, or an increasingly bloated cost structure. Marked out of 1. On some boards, the prevailing view is that strategy is their job. As one interviewee put it, Diversity of thinking is not free. But tension in board interactions is not necessarily a bad thing. The right approach is an iterative process in which the CEO is in charge, because it is the CEOs job to formulate strategy, but the CEO wisely gets the maximum amount of advice from the board assuming that the board has useful insights. ;_D{BXn9du: They can resist the urge to present only fully formed strategies, and instead mobilize the board around ideas that might still only be half-baked. A CEO clearly in charge with a board helping to provide sage advice is the perfect combination for boards and strategy. Self-awareness and/or the ability to gather reliable input from board members is critical for the CEO to be able to determine whether to assume or give up the chair role. Not flaggedFlag question 10. H|TKo8WQV_"@,PA`%h4^3Ru}/aypZ)PlUon-'xz3Mr`Q?XX%2BZZZ8u}=Tnjyn~}us UJXP!0PFI,m3epR;K>u}sbAhL'CTrU{ 7cv}^ZDA8"7wP g80)SA n ?"'[35R a. first mover Marriott International, Inc. is a global leader in the hospitality industry. PV:r1Is:a_. Not flaggedFlag question. c. CEO. c. concentric a. c. the external environment Question 46 d. Organizational Many directors also spoke enthusiastically about education being a part of their board experience, whether in the form of conferences, speakers, or creative learning opportunities that CEOs and their management teams develop for their boards. One CEO shared his approach: I dont want board members here all the time, but if they want to come in, thats great! The Implementation Board will take forward and build on Professor Crerar's governance proposals to establish a Strategic Board. Question 45 The correct answer is: Customer relationship management different customer opportunities. 244 0 obj <<7f5d79293190543b64c64041c2251a88>]>>stream 2. particularly be interested in ______________. a. One of the most critical aspects of facilitating the board experience is the thoughtful curation and preparation of information. If it doesnt, its members should be fired or choose to resign. Not answered The Departmental Board provides direction on strategy, performance and risk management. c. Segregation of duties. a. integrated marketing (IM) d. Create sustainable and enduring corporate value Question 29 b. be technologically innovative. I have holistic professional exposure with a proven track record of excellence and . Question text b. a duty of care b. no Question 30 Management Committee) others who can contribute to its development (e.g. This 2-day Board Strategy & Risk Management Programme is a core module designed to explore the role of the Board in strategy setting and implementation in order to meet its goals whilst responding to changes in its environment. Studies of the factors that contribute to organizational performance have shown _____________ Weak competition 0000008690 00000 n Not answered Select one: Marked out of 1. Question 11 directorship Feedback Differences in resources and capabilities are the basis of competitive advantage. If a board that meets just a few days a year can do a better job of setting strategy than the CEO who is in the business 24/7, then the board has the wrong CEO. Evaluate a CEO on the quality and execution of the company's strategy, its culture, and the strength of its management team, not just on near-term financial performance. Question text A technically minded banking and credit risk leader, with a broad experience of monitoring and optimising secured and unsecured credit risk strategies in both the UK and emerging markets (Africa). Question 19 Select one: Marked out of 1. That means the board and the CEO are in full agreement that the CEO is actually the COO. Question text Leveraged in the right way, boards canand musttranscend their oversight role to be a tremendous strategic asset. Remain idle and complacent with current performance Chief compliance officer. Best Practices in Using Board Management Software for Maximum ESG Impact c. Chief compliance officer. Not flaggedFlag question Implementing and monitoring results and appropriate corrective action. relevant resources. Hold Yourself Accountable. CEOs should also remember that, in a strategic conversation, boards will not always be able to resolve conflicts by arriving at compelling answers or comprehensive solutions. In such cases, it can be more important to agree on well-defined actions. The classical management perspective works on the assumption that CEO can design an explicit "grand strategy" for the entire enterprise. Not flaggedFlag question And even if there is not total agreement, the CEO can incorporate the boards areas of concern from the very beginning of the process. 0000003247 00000 n Not answered Not answered, Select one: The board should provide broad guidance to management on the overall direction of the organisation and its strategic priorities. He works with CEOs and corporate executive teams to build new strategic capabilities, redesign organizations, and develop, align, and implement strategy. In the process, CEOs can establish a new habit of continuous, open, explicit conversations with their boards to cocreate a board experience that drives the mutual trust, collaboration, and partnership necessary to rise to the occasion. Writing an implementation plan gives you better clarity of thought and improves your own understanding of the project. Marked out of 1. Select one: Through the strategic management process, it allows the organization to formulate sets of decisions, actions and measures - collectively known as strategies - that are subsequently implemented in order to achieve organizational goals and objectives. Prior to joining Deloitte, Vincent was a senior partner at Monitor Group where he co-led the global leadership & organization practice. Whatever the specifics are, the CEO has the opportunity to both gain important insights from and align with the board. 0000001118 00000 n You dont have a company this size, and everything is perfect. How as a director do you effectively navigate through that? ________________ are the organizations major value-creating skills, capabilities, and resources that Marked out of 1. Feedback a. Question text 0000005460 00000 n Not answered c. prime director Whether or not CEOs can count on their boards for strategic insight hinges in large part on having the right people on the board. Practically, this iterative process can be done in three simple steps. Too much information can be just as bad as too little information. Another said, I used to dread it when the 12 inches of paper arrived on your desk. a. The correct answer is: Skilled employees Feedback They can even encourage the board to develop strategic options that differ from the CEOs ownand give the board enough information, as well as sufficient time and space, to do so. b. dormant director examples of ________ strategies. Please see www.deloitte.com/about to learn more about our global network of member firms. c. business model Strategies to optimize board collaboration. Tony developed the following objective for his advertising plan: Increase market share in the All of the following are assumptions of the industrial organization (I/O) model EXCEPT In today's disruptive marketplace, many CEOs and business unit leaders have learned that they can no longer shield their organizations from ambiguity. Its just not that way.. Select one: a.buffer b.distraction c.irritation d.strategic. In her 29 years with Deloitte, she has also worked in Deloitte & Touche LLPs Audit and M&A practices. View in article, This article is an independent publication and has not been authorized, sponsored, or otherwise approved by Apple Inc. iPad is a trademark of Apple Inc., registered in the United States and other countries. What about the other extreme where the board simply declares yea or nay to the CEOs strategy? d. prime player First, at the start of the process, the CEO should seek the boards input on the challenges that the board thinks the strategy should address. Some CEOs invite their directors to internal meetings and town hallseither to observe, or to learn about a specific topic in greater depth. b. Build a change implementation plan. Strategic Management Page-179 Lesson-1: Strategy Implementation: The Basic Issues Learning Objectives: After studying this lesson, you should be able to: Understand the importance of strategy implementation vis--vis strategy formulation. Actively balancing tension with the need to maintain mutual respect, trust, and support with the board may be a new role for many CEOs. Suppliers and customers reward good corporate performance by ________. Feedback b. 218 0 obj <> endobj j(! Not flaggedFlag question For CEOs, the board of the future is strategic, 4. Access more than 40 courses trusted by Fortune 500 companies. b. d. Marketing 0 Think about it very carefully. Question text a. intensive growth Maureen Bujno is a managing director in Deloitte LLPs Center for Board Effectiveness. Marked out of 1. This article draws insights from what we heard. Marked out of 1. The more CEOs can develop a profound understanding of each board members personality and temperament, and then influence the design of experiences or interactions that encourage each director to fully engage and productively contribute throughout his or her tenure with the organization, the better the probable results. The right chairperson can be incredibly valuable for focusing on hotspots before they become hotspots. Where boards have over-dominant personality and culture issues, another director added, the source of the problem is usually a CEO/chair. State Finished Question 10 0000004068 00000 n Not answered It's very easy for a CEO and a CEO's management team to fall into a routine of information preparation that is always the same in its nature, cautioned one director. A platform for serving communities and building trust. Delegate the Work To be a CEO today is to have one of the most complex and demandingnot to mention visiblejobs in the world. CEOs shouldnt forget to set the tone internally with their executive teams as well. A key to achieving positive outcomes from tension, however, is to make sure that the tension remains constructive rather than destructive. something that happened while they were with that company is known as: What are the key functions of the nominating, audit, governance, and. Question text Given the weight of responsibility that rests on their shoulders, its no wonder that CEOs, when observed from a distance, are often depicted in near-heroic terms. If the board feels it needs to do strategy for the company, it is prima facie evidence that it should fire the CEO. objective and independent of management is the: Which of the following can be diversification classifications? Question 24 Boards are in a unique position to pressure-test management's decision making, ensuring that the strategy is tailored to each business environment and continually probing key assumptions to make sure they remain valid. Operating board. Not answered Marked out of 1. It has come from two schools of thought. d. The industry's structural characteristics have little impact on a firm's performance over time. One of the first steps for CEOs is to step up. In the resource-based model, which of the following factors would be considered a key to 1. Granted, CEOs dont always have the time or the need for all 12 board members to be in their ear. But as one interviewee cautioned, CEOs should be mindful of the need to keep everyone in the loop. Question 39 has been removed, An Article Titled Seven steps to a more strategic board 59 0 obj<>stream Question 18 Launch small-scale pilots for the change. endstream endobj If a CEO is not transparent, not soliciting feedback, or not open to itor if, as one director said, an insecure CEO seems to feel threatened that there is this group they wish would just go awayboard members can pick up on that. c. intervening board Its important that no board member is left out of the information-sharing process. Feedback Operational Board Engagement. Factsheet 3 - ts purpose is to protect the child's rights to develop his or her full cognitive, Richfield Graduate Institute of Technology. Further, being a board member is not a full-time role, and board members likely have multiple other commitments that constrain the amount of time and energy they can spend on board activities, which might make it difficult for the CEO to attract the boards focused attention. Not flaggedFlag question List the principles and practices for ensuring the effectiveness of the, compensation committee as recommended by The Council of Institutional, Briefly discuss the criteria or benchmarks used by the compensation committee. Second, in the middle of the process, the CEO should come back to the board with strategy possibilities alternative approaches to deal with the challenges laid out in the first step. 7. Our recommendation to take advantage of tension can feel counterintuitive to both CEOs and boards. Financial resources are made available to the board for all of the following. But CEOs live in this bubble where everyone tells them how cute and perfect they are.. Getting the board engaged is going to pay off down the road.. You have the same financial information. Not flaggedFlag question If we could offer only one piece of advice, it would be to strive for open communication among board members and between the board and management. 0000000796 00000 n Not answered The correct answer is: a positive F.cjB p>stream Wouldnt that be a beautiful thing? Not flaggedFlag question Active Scotland Delivery Group. One of our interviewees put a fine point on it: When a CEO complains about the board not doing much for them, in a sense, it is the CEOs own fault for not having taken advantage of the fact that the board can be an ally and a strategic consultant.. determine the organizations competitive weapons. 35 25 To formalize the practice, boards can ask management teams to report on the funding and progress of strategic initiatives and review that report for signs of effective strategic implementation. Study with Quizlet and memorize flashcards containing terms like A, The primary responsibility for effective strategic leadership of the organization rests with the a. board of directors. Objectives Some CEOs have even arranged off-site field trips and tours of external organizations (such as Google and Singularity University) for their boards, to powerful effect. A friend who serves on a number of consequential public company boards came to my office not long ago to ask my opinion on something that had become a contentious issue across his boards. 219 0 obj <>/Metadata 242 0 R/Outlines 30 0 R/PageLayout/OneColumn/Pages 216 0 R/StructTreeRoot 264 0 R/Type/Catalog>> endobj 221 0 obj <>/ExtGState<>/Font<>/XObject<>>>/Rotate 0/StructParents 0/Type/Page>> endobj 222 0 obj <>stream c. market situation analysis The board has the responsibility of developing a governance system for the business. Not flaggedFlag question Resources to implement strategies are firm-specific and attached to firms over the long-term. Be honest about our shortcomings. The correct answer is: Compliance with law and regulations. Not answered When tension is felt but not transparently addressed, for instance, the action that results from it can be flawed. Feedback Its not that we weren't looking for great people before, but now we look for people with specific skill sets that will help the CEO and [make the board a] strategic asset to the CEO.. Question 12 d. See Terms of Use for more information. a. competitive parity. The correct answer is: leader emergence Constructive tension may even be necessary to bring the best out of a boardto drive higher-quality dialogue, and therefore higher-quality outcomes. Consider that the typical board is composed of prominent, successful individuals, accustomed to having significant influence and to having people ready to assist them when needed. This paper provides practical guidance for boards, senior leaders and risk managers in the development and implementation of organization-specific cybersecurity measures, with a focus on the identification, mitigation and management of risks. Not flaggedFlag question what percentage of baby boomers are millionaires post oak hotel sunday brunch gator patch vs gator pave white sands footprints science. Using this influence, CEOs can set the tone for the relationship between the board and management, establish the tenor of dialogue, set standards for communication, play a role in defining expectations for board composition and education, and more. c. strategic management, Not answered W=QBjP+AN l?h3D>:LRd),m-k9[VVVE*m This doesnt necessarily mean interacting with the board or a board committee as a group. Question text The correct answer is: Objectives Select one: Get feedback from your employees. endstream endobj 223 0 obj <>stream need or want. One possible answer lies in the recognition that CEOs also have bosses: the boards who hire them, evaluate them, set their pay, and sometimes fire them. d. internal/external analysis Operating board. stakeholders., The most effective leadership style is ____ leadership. obtain _____________. Not flaggedFlag question a. operating board To be a core competency, a capability must satisfy all of the following criteria EXCEPT _________. Instead of these extremes, the right approach is an iterative process in which the CEO is in charge, because it is the CEOs job to formulate strategy, but the CEO wisely gets the maximum amount of advice from the board assuming that the board has useful insights. a. pragmatic b. charismatic c. inspirational d. transformational and more. When board actions reinforce these attitudes, it can strengthen the relationship and encourage honest communication. No correct answer from the options provided How to develop a winning strategyand put it to work. The chairperson of the board of directors and CEO should be leaders with: a. Control environment and monitoring. At the same time, too much self-confidence without a corresponding amount of self-awareness can be just as great a barrier: CEOs who think they are Gods gift to the business world are not great listeners, grumbled one director. <br><br>Most recent accomplishment is serving on the exec team of a new challenger bank, to build the company from the ground up, gaining a banking licence in December 2019 and launching during 2020 . by Matt Palmquist This may seem unnatural to CEOs accustomed to taking a more reactive or passive stance toward the boards role in oversight, compliance, and the execution of its fiduciary duties. _______ allows the company to discover who its customers are, how they behave, and what they We now live squarely in the era of the Big Shift, and CEOs need to adapt.3 For CEOs, the stakes have never been higher, and they need every last resource at their disposal not just to stay in the competitive game, but ideally to shape what the rules of the game are before another player writes them to everyone elses disadvantage. 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