Board Agenda and Meetings
Section summary
73
of 100
Section Score
74
of 100
Section benchmark
Section findings
Based on score and priority.
High performance
The board has a well-thought-out annual plan which covers relevant topics.
84
YOUR SCORE
73
BENCHMARK
Low performance
The board dedicates a sufficient amount of time to business intelligence (market trends, competitive intelligence etc.).
61
YOUR SCORE
75
BENCHMARK
QUESTION
PRIORITY
SCORE
BENCHMARK
The board has a well-thought-out annual plan which covers relevant topics.
8.1
82
▲ 8 %
79
The board has a well-thought-out annual plan which covers relevant topics.
6.3
63
▼ 2 %
69
The board has a well-thought-out annual plan which covers relevant topics.
4.1
86
▲ 14 %
75
The board has a well-thought-out annual plan which covers relevant topics.
3.8
72
=
71
The board has a well-thought-out annual plan which covers relevant topics.
2.4
79
▲ 6 %
75
The board has a well-thought-out annual plan which covers relevant topics.
2.1
61
▼ 12 %
69
All roles
Non-Executives
Executive
Independent Non-Executives Director
Non-Executive Director
Chair
ALIGNMENT
DISTRIBUTION
10
20
30
40
50
60
70
80
90
100
Provide any additional comments regarding the board's "board agenda and meetings"
The agenda is always well-structured, ensuring efficient meetings. Perhaps incorporating more time for open discussion could spur innovative ideas.
Meetings are productive, but a clearer focus on strategic vs operational issues could enhance decision-making and board effectiveness.
The board's dedication to thorough preparation is evident in the agenda setting. Offering pre-meeting briefings on complex topics could enhance our discussions.
While the frequency of meetings is appropriate, adopting more flexible scheduling could accommodate the diverse time commitments of board members.
The inclusion of external experts in meetings has been valuable. Expanding this practice could provide fresh perspectives on challenging issues.
The structure and conduct of our board meetings reflect a deep commitment to governance excellence, with agendas meticulously planned to cover critical strategic matters. However, as the pace of change in our industry accelerates, there's an opportunity to further enhance the agility and responsiveness of our board discussions. Integrating more dynamic elements into our meetings, such as real-time polling or scenario planning exercises, could enrich our strategic deliberations and decision-making processes. Additionally, while the discipline around pre-meeting materials and follow-ups is commendable, exploring digital platforms for collaboration might streamline preparations and ensure more engaging and productive sessions. Encouraging more informal interactions among board members outside of formal meetings could also strengthen relationships and foster a culture of open communication and trust. This, combined with periodic reviews of our meeting formats and agenda-setting processes, could ensure that our board remains not only aligned with best practices but also adaptable to emerging challenges and opportunities.