The current pandemic, which has challenged businesses like never before, has
also got them thinking about the quality of their board of directors.´┐Ż Although
the process of examining value-addition by independent directors had started
some time earlier, it is only now, since the pandemic, that it is being
accelerated. It is understood that in some cases, with valuable suggestions not
always forthcoming from board members, CEOs have been all at sea in these
unprecedented times. They also believe that´┐Żinformation flow is the biggest
impediment to crisis management. The speed at which things happen is often
incredible; it's challenging.
The board wants to make sure they know what's going on; They need to make sure
advice is not only being sought, but heard.´┐Ż´┐ŻThe pandemic has taken board
members of several companies by surprise leading to lack of appropriate guidance
to CEO by board members.
Several promoters do not see much value addition from board members in this
turbulent time. Several others are considering positioning internal talent as
directors on the board rather than looking for external members to fill in the
vacancies. Companies are increasingly looking to bring on board people who can
be an adviser to the CEO. It is because not many board members may have the
experience of dealing with a COVID like pandemic.
Today promoters are increasingly looking for independent directors who have
dealt with crisis/change management/turnaround scenario/ unprecedented
situations and who also can challenge conventional thinking.´┐ŻAn independent
director must be willing to challenge managerial proposals and ask the critical
questions that nobody else is asking-said a CEO of a fortune five hundred
company. The independent board's role of being a devil's advocate can be
challenging. In the words of Peter Drucker if everyone agrees with a decision
without challenge, it probably is the wrong decision.
As a result, within next three to six months, one could expect far more
professionals being inducted on boards who can help organisations grow in these
turbulent times. Previously organisations would only look for independent
directors who would not ask any uncomfortable questions. Today, conversations
with CEOs reveal that they are looking for those who can help the business grow.
There has been a strong focus towards (inducting) independent directors as
companies are seeing the value of independent directors being more objective,
and there is a serious capability matching. There is also an increasing
realisation that investors are looking at companies with better corporate
governance, and independent directors are expected to be the watchdogs to ensure
good practices by the boards.
This is driving companies to bring in people with impeccable records. There is
also a corporate governance premium that is emerging or, in other words,
companies with better corporate governance enjoy better prices in the stock
market.´┐ŻFor many, it's about not knowing how to anticipate and take advantage of
any disruptions to the status quo. In most cases, companies lack the internal
talent to make what feels like seismic shifts in focus, because they've hired
executives to meet the needs of their current reality.´┐ŻThose who can't answer
the question what's next?
often find themselves stalling, hoping that clarity will miraculously show up
like a sign from heaven. To quote former New York City mayor Rudy Giuliani,
´┐Żhope is not a strategy. One frequently overlooked means of preparing for the
future is through a high-performing, strategically-focused board team members.
Most companies don't utilize a true-functioning board team beyond the minimum
statutory requirements, and those that´┐Żdo´┐Żhave a functioning board team often
lack directors whose competencies and experiences are well-aligned to anticipate
and execute on potential future opportunities. In both instances, the business
lacks the right people in the right place to see beyond the day to day and craft
a winning vision of the future.
However, there are boards that effectively demonstrate their depth of knowledge
and experience. In these companies, the level of engagement between directors,
the chairman, CEO and other CXOs increased dramatically during last four months.
They are engaging themselves in multiple one-on-one, small group and several
committee conversations in addition to board meetings. Any new idea or proposals
are discussed openly among the board members. Several such members are of the
opinion that what determines such active engagement levels is the DNA of the
board, which is not built over-night.
Ideally, boards should dedicate a block time each year to better understand and
prepare for major threats to the business. This should be considered integral to
their fiduciary duty to represent the shareholders who inevitably will pay for
the consequences of a poorly handled disruption. But given that most board
agendas are already packed more tightly than a subway car at rush hour,
attention to crisis preparedness tends not to get much attention. Often, it is
only after the fact, when a board is consumed with repercussions it could have
ameliorated, that preparing for a crisis suddenly seems important.
In a recently published report on Adaptive Governance
Board Oversight of Disruptive Risks by´┐ŻNational Association of Corporate
Directors (NACD), USA, suggested that whether driven by unforeseen circumstances
or problems hiding in plain sight, disruptive risks won't wait for boards and
management teams to catch up. Put simply, these forces have the ability to make
or break an organization's success. Here, disruptive risks
risks that have a significant, severe, and often sudden effect on a company's
revenue, profitability, competitive position, and/or reputation.
In an NACD poll of public- and private-company directors, more than 6 in 10
respondents said they view disruptive risks as much more important to the
business environment today versus five years ago. Yet nearly half of directors
said their board's tendency to focus on oversight of known risks presents a
significant obstacle to the board's ability to understand and oversee
disruptive, atypical risks, and less than 20 percent said they were extremely or
very confident in management's ability to address these types of risks.
The report made following recommendations to help boards strengthen their
oversight of disruptive risks:
- Improve the visibility of disruptive risks in the boardroom, including
enhancing the content and format of reports from management and information
from outside sources.
- Stay informed about company and industry developments between board
- Conduct deep dives, with management, on disruptive risks and their
implications for the organization's strategy.
Further, PwC's Global Crisis Survey 2019
´┐Żsuggested that in the future,
external stakeholders will demand hyper-transparency from board of directors.
They will expect a much swifter reaction to crisis triggers. And they won't
hesitate to punish companies and brands whom they perceive to be slow-footed or
ineffective in their response. Ultimately, perfect handling of a crisis will be
expected from day one even though crises are messier and potentially more
destructive than ever before. The future of crisis and of crisis management -
has already arrived.
Any Crisis event can be divided into two phases: The event itself, and the
response to it. Most stakeholders ´┐Ż customers, investors, employees ´┐Ż ´┐Żare
sympathetic when a company is hit by a hard-to-avoid disaster; they are less
forgiving if the response is poor or panicked; if measures that could have been
taken beforehand to mitigate effects were ignored; or if leadership downplays
the impact of the situation. There is little patience or sympathy for an
avoidable disaster within a disaster.
Crises don't discriminate and can threaten the existence of the organization if
not contained in time. They come in all shapes and sizes and no one is immune.
Crises that have occurred in the past and affect us today may not necessarily
exist in the future, and those that are expected to hit in the future don't seem
to be triggers in the present.
Traditionally, Leaders seem to be looking at the known unknowns
their prediction of future crises is based on their current and past
experiences, the real threat to their existence could come from anywhere ´┐Ż that
is, the unknown unknowns
Only those organizations that regularly test their crisis response plan and
train themselves on it will become crisis resilient in the future.´┐ŻHistory
suggests that,´┐Żsmart business leaders invest in crisis management capabilities.
They know that these capabilities can help their organizations avoid costly, and
sometimes irreparable, damage to finances, employee morale, brand, and
Truly effective crisis management goes beyond being reactive and simply
protecting existing business value. It also enables resilience and powers future
business performance, thereby enabling an organization to emerge stronger,
fitter and better. Today, several business leaders are of the opinion
that´┐Żcrises´┐Żare´┐Żbecoming more intense as´┐Żthe´┐Żworld´┐Żbecomes more dynamic.
Any event can turn a simple situation into a massive one.
there's hardly any room for error, and the cost of reacting too slowly, or
ineffectively, grows by the minute. In near future,
- Crises will be more complex - and harder than ever to contain,
- Every organization need a crisis leader
- The future of crisis management requires a broad, tested response plan,
ready to deploy from day one.
- Cultural expectations are converging
- Crisis preparedness is more than an opportunity: it will be a
competitive advantage and
- Many of the future crisis will be, a human event.
Organizations that are adept at crisis management take a systematic approach
to mitigating potential crises and managing those that do arise with a focus on
both preserving and enhancing business value. The process is facilitated in a
sensing capability that
continually´┐Żassesses´┐Żinternal´┐Żand´┐Żexternal´┐Żdata´┐Żfor´┐Żsignals´┐Żof´┐Żchange in the
company's environment. When such signals appear, these organizations know how to
address the situation in a way that prevents an incident from escalating into a
In today's society and economy, this know-how can be crucial to seizing a
competitive´┐Żadvantage. Successful leaders are of the opinion
that´┐Żleadership´┐Żand´┐Żdirection´┐Żare the two most important´┐Żcapabilities for
managing companies through the crisis.´┐ŻLeadership,´┐Żso that leaders inspire
others and shape their actions, and´┐Żdirection, so that it's clear where
companies are going and that people are aligned on how to get there.
Further, the two most critical kinds of individual leadership behaviour for
managing through the crisis are presenting an inspiring vision, and defining
expectations and rewarding achievement. Another important leadership behaviour
for the future-challenging assumptions and encouraging risk taking and
creativity. Though monitoring financial performance is crucial in a crisis,
successful leaders suggests that they should place a higher priority on
motivating employees during crisis.
A focus on the big picture, can be insufficient for motivating middle managers
and others when they are grappling with new responsibilities and downsizing
programs in an atmosphere of great uncertainty.´┐ŻThey also believe that
undergoing a crisis facilitates organizations to prioritize detecting and
preventing crises in addition to managing´┐Żthem. Moreover, leaders having high
level of empathy displaying their full capabilities under the high pressures of
a crisis situation can support effective decision-making and communication when
they are most needed.
After the crisis ends, the board members should examine its causes and takes
action to ensure it does not recur. Sometimes the board has to push management
to do a root cause analysis of the crisis, versus just identifying the immediate
cause. ´┐ŻSometimes board gets an assessment of what happened, but not why it
happened ´┐Ż If we have a crisis then it's helpful to think about whether the
dynamics exist for the crisis to happen again.´┐ŻWith
that´┐Żhave´┐Żbeen´┐Żtested multiple times at the field level.
Equally vital is to understand that many crises can be avoided in the first
place, allowing organizations to focus on core business performance and growth.
Perhaps most important of all, the dramatic difference in outcomes when senior
management and board members are involved demonstrates the urgent need for
organizational leaders to proactively plan and prepare for crises, to contribute
to risk management plans, and to take part in crisis simulations and
exercises-all of which can substantially improve an organization's ability to
not merely manage, but take advantage of the power of a potential storm.
is a famous saying, Pressure makes diamonds. It can also make a puddle of
mush. The difference is how well we adapt to crisis leadership versus leadership
in good times
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