The Uncultured Board

By |2020-11-19T15:21:29+00:00November 19th, 2020|Broken Boards, The Board Today, Realpolitik Extracts, Governance Theory, Short Articles|

[Extract from Chapter 9 of Realpolitik "Fixing Broken Boards] “My hot tip? Mentor the Board – ensure that everyone is on the same page.” [Experienced CEO/entrepreneur] Only in the later stages of growth with an IPO in mind does the whole There Is Only One True Path For Your Board thing start impacting your poetry. Before that you have freedom. Use it while it lasts! Have

The “Fish Rots From The Head Down” Board

By |2020-11-13T09:46:46+00:00November 12th, 2020|Broken Boards, The Board Today, Realpolitik Extracts, Governance Theory, Longer Articles|

[Extract from Chapter 9 of Realpolitik "Fixing Broken Boards] Whatever your Board challenge your Chairman is likely to be the first port of call – after all apart from “it [the Board] is his job” he really should have vastly more experience of Boards than you. As a founder/CEO in a sense you’d like to delegate a lot of the Board functioning to the Chairman in

Business Regulation in 1000AD

By |2020-10-29T17:24:02+00:00October 29th, 2020|Realpolitik Extracts, Governance History, Governance Theory, Short Articles|

In previous posts we have looked at how Business Regulation worked 4,000 years ago and how the first English Companies were governed nigh on 500 years ago. This week we land in the middle with a look at how business regulation worked a thousand years ago. Mind you even recent copies of the core text will cost you £198 right now. So maybe

You Never Buy “A Fruit” So Never Hire “A NED”

By |2020-10-16T09:41:36+01:00October 15th, 2020|The Board Today, Realpolitik Extracts, Governance Theory, Longer Articles|

You never buy "a fruit" so never hire "a NED". The Engine of Growth Board will be designed to complement the skill set of the executive team, to fill in gaps. This can be a challenge in itself if you have a super-controlling VC who sees the Board as a mere vehicle for them to maximise their control and not actually to improve the

The IPO-Ready Board: When Two Tribes Go To War

By |2020-10-09T08:12:45+01:00October 9th, 2020|The Board Today, Realpolitik Extracts, Governance Theory, Longer Articles|

The cultural transformation of the Board from an Unlisted Board to a Listable Board is one of the more painful phase shifts a successful founder has to undergo. The successful founder will have hand-crafted a Board that, yes, does the Corporate Control Thing, but one which is rooted in the vital Corporate Creativity mentality. As we saw Prometheus and the Muses are essential

How The First English Companies Were Governed

By |2020-09-24T16:54:35+01:00September 24th, 2020|Realpolitik Extracts, Governance History, Governance Theory, Longer Articles|

How were the first English Companies governed? Actually far better than today's companies are but that is a much longer story. Who invented the two-tier Board? I bet you can guess but everyone I have ever asked has got it wrong. Let's go back to 16thC England and have a look. [Excerpt from Realipolitik, numerous footnotes sadly extracted as they don't work well

A Very Short Overview of Business and Regulation 4,000 Years Ago

By |2020-09-24T16:55:06+01:00September 17th, 2020|Realpolitik Extracts, Governance History, Governance Theory, Short Articles|

The origins of business as we know it are deep as is the regulation that always surrounded business (though in successful societies never smothered it as it is beginning to do today). Two short extracts from Realpolitik, where the topic is covered in more depth on the ancient history of business and the jelly mould - regulation (today internal = Board, external = zillion

Startup and ScaleUp Boards Are CEO-centric Not Chairman-centric

By |2020-09-08T11:35:31+01:00September 4th, 2020|The Board Today, Realpolitik Extracts, Governance Theory, Short Articles|

Extract from Chapter 1 of Realpolitik “Eight Essential Aspects Of Small Company Boards” Essence 6 – SmallCo Boards Are CEO-centric Not Chairman-centric  A further substantive difference between SmallCo and BigCo Boards is that SmallCos are founder/CEO-centric whereas BigCo Boards are Chairman-centric. BigCos easily survive changes of CEO, however, until they have quite some momentum, SmallCos do not readily survive the departure of the founder. Power in BigCo

Vital To Know For Founders – Your Board Is What You Make It – For Better Or For Worse

By |2020-08-27T12:14:10+01:00August 27th, 2020|The Board Today, Realpolitik Extracts, Governance Theory, Longer Articles|

There are two vital lessons to take-away from by now conversation with 100 entrepreneurs, Chairman, NEDs and Capital Providers about their experience of Boards. (1) the Board can be an Engine of Growth and (2) you the founder either get what you design or what someone else designs for you - your choice! Extract from Chapter 1 of Realpolitik “Eight Essential Aspects Of Small Company Boards” Essence 5

Children Are Not Small Adults – The SmallCo Board Is Not A Small BigCo Board

By |2020-08-21T11:02:34+01:00August 21st, 2020|The Board Today, Realpolitik Extracts, Governance Theory, Short Articles|

Extract from Chapter 1 of Realpolitik “Eight Essential Aspects Of Small Company Boards” Essence 2 – The SmallCo Board Is Not A Small BigCo Board That Companies change over time is so apparent that it barely merits mentioning. However, its corollary – that the Board needs actively managing – can all too often be neglected. At inception when the Muse drops an idea into your mind you

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