Alvarez & Marsal, in conjunction with Henley Business School, has launched a detailed research study entitled “Boards in Challenging Times: Extraordinary Disruptions.” Providing guidance on how boards should address unique, extraordinary disruptions, the report analyzes the real-life experiences of more than 70 seasoned U.K. executive and non-executive board directors and includes four detailed case studies.
Four distinct types of disruption are identified in the findings, as well as a three stage framework of leadership approaches, qualities and core disciplines that should be used to tackle each type. The research report also reveals that current guidance in the U.K. Corporate Governance Code does not take sufficient account of the extraordinary responses required from Boards facing extreme disruptions.
The research was overseen by a Steering Committee chaired by Sir Peter Gershon, Chairman of Tate & Lyle and National Grid plc and comprising Mark Clare, former CEO, Barratt Developments plc, Mark Gillett, Global Head of Value Creation, Silver Lake, Stephen Hester, Group CEO, RSA Insurance Group plc, Malcolm McKenzie, Managing Director, Alvarez & Marsal and Professor Andrew Kakabadse, Henley Business School.
Download these reports for our full analysis and findings:
You may also want to download the detailed case studies which were an important input into our research:
- Case Study: BAE Systems Total Performance Cultural Transformation
- Case Study: Barratt Developments Road to Recovery
- Case Study: Skype Technologies - Reviving the Disruptor
- Case Study: Thomas Cook’s Transformation - A CEO for a Season
A&M’s previous research on Boards:
- Research Report: Boards in Challenging Times: The Chief Executive's Perspective
- What Makes an Exceptional Chairman? Required Qualities for Challenging Times
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- Press release: A&M Helps Boards Navigate The Challenge Of Extraordinary Disruptions