{"id":12337,"date":"2020-07-14T11:09:41","date_gmt":"2020-07-14T09:09:41","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=12337"},"modified":"2021-09-28T17:55:12","modified_gmt":"2021-09-28T15:55:12","slug":"non-executive-directors-in-times-of-crisis","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/es\/non-executive-directors-in-times-of-crisis\/","title":{"rendered":"Non-executive directors in times of crisis"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     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class='av-special-heading-tag'  itemprop=\"headline\"  >Non-executive directors in times of crisis<\/h1><div class='av-subheading av-subheading_below'><p>What has changed \u2013 and why Boards need to adapt<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-320c177c6238c032dc5d223643bbbd81\">\n#top .av-special-heading.av-av_heading-320c177c6238c032dc5d223643bbbd81{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-320c177c6238c032dc5d223643bbbd81 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-320c177c6238c032dc5d223643bbbd81 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-320c177c6238c032dc5d223643bbbd81 av-special-heading-h5 blockquote modern-quote  avia-builder-el-4  el_after_av_heading  el_before_av_font_icon '><h5 class='av-special-heading-tag'  itemprop=\"headline\"  >by Felix B. Waldeier<\/h5><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-aa80164a0bbcfe1a68ac25d8daf20471'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>Since the beginning of the year, the global pandemic caused by the Coronavirus has kept the world on tenterhooks. The outcome is currently still uncertain, the prognosis of the \u201cNew Normal\u201d is difficult to make, and yet it is already possible to make a firm statement: the impact of the pandemic on the global economy has been of historic proportions. In many sectors, businesses were severely affected: restrictions (or even temporary shutdown) of production, instability in supply chains, major changes in demand (both positive and negative) and, last but not least, millions of workers forced to work from home overnight. Some companies are coping better with these challenges than others. Most are suffering severely from the crisis, while others are producing at the limits of their capacity and reporting record sales.<\/p>\n<p>However, the pandemic not only affects operational business, but also the work of supervisory bodies (\u201cBoards\u201d). This applies both to short-term adjustments in ways of working as well as to long-term fundamental decision-making. In the following, we would like to present some observations and recommendations as to how the work in, and the composition of, Boards \u2013 both in Corona times but even beyond that \u2013 needs to be questioned, adapted and redesigned in order to ensure professionalism, efficiency and added value.<\/p>\n<p>In our discussions with various Board members, they explained that most Boards were not prepared for the new challenges. This became visible in three ways:<\/p>\n<p style=\"margin-left: 6%;\"><strong>Type of exchange<\/strong>: Since the outbreak of the pandemic, most committees have been foregoing personal meetings. At the same time, however, it became apparent that the technological infrastructure necessary for virtual meetings was often not available \u2013 and that in addition, many Board members were insufficiently familiar with the use of new technologies. Many interlocutors reported that the quality of the exchange would suffer greatly as a result \u2013 not only because of technological aspects, but also because informal discussions on the fringes no longer take place since all members are continuously sitting together in one virtual space.<\/p>\n<p style=\"margin-left: 6%;\"><strong>Regularity of exchange:<\/strong> Many interlocutors indicated that a more intensive exchange was necessary to respond to the much faster and more unpredictable developments, and to adapt the course of action. Quarterly meetings, as has been common practice in many companies to-date, are not sufficient in these times.<\/p>\n<p style=\"margin-left: 6%;\"><strong>Contents of exchange<\/strong>: The effects of the Corona crisis impact many companies in their entirety and pose substantial challenges for all corporate functions. In the past, many Boards had clear \u201cfocal points\u201d which played a central role in their discussions. Now, much more breadth is required \u2013 on the one hand, because management is demanding the corresponding input and advice more than ever; on the other hand, because topics that had been \u201crunning smoothly\u201d for many years, and thus rarely or never found their way onto the agenda, are suddenly a priority. However, this breadth of exchange is limited in many Boards due to a sub-optimal composition or lack of core competencies.<\/p>\n<p style=\"margin-top: 5%;\">Numerous companies and their Boards have reacted quickly to these challenges \u2013 and gained valuable insights during the process. For example, face-to-face meetings can be replaced by video conferencing \u2013 although this is not a foregone conclusion. The new format requires a coordinated discussion and a suitable agenda to involve members, trigger input and ensure added value. Some Boards have learned from their first video conferencing sessions and have changed the formal structure (more frequent but shorter meetings; less \u201crun-through\u201d agenda) to allow for a greater degree of agility. At the same time, some interlocutors told us that Board work had become much more efficient. The high level of responsibility and the need to make critical decisions quickly seem to have substantially improved cooperation. In other words: You get to the point much faster because you have less time to lose. With regard to the contents of the exchange, many Board members have realised how important a high degree of diversity is in order to reach the best conclusions on the basis of different backgrounds and complementary perspectives. And at the same time, it is not enough just to have this diversity \u201con board\u201d \u2013 the relevant skills and knowledge must also be utilised. Members who may have played only a subordinate role in the past, under a strong chairperson, can become very important in the current phase.<\/p>\n<p>But what happens next? Needless to say, we are currently in an exceptional situation. But even if \u201cCorona is over at some point\u201d, we should not forget that similar incidents can occur again \u2013 whether caused by a virus or another trigger. We increasingly live in a \u201cVUCA world\u201d (volatility, uncertainty, complexity, ambiguity). It is therefore all the more important, also with regard to Boards, to use the crisis as an opportunity (\u201cnever waste a good crisis\u201d). Adjustments can now be made to ensure a higher level of value creation and professionalism even after the crisis has abated. A couple of ideas and suggestions in this context:<\/p>\n<p style=\"margin-left: 6%;\"><strong>Adjust the type of exchange:<\/strong> We are convinced that new types of exchange in Boards (more frequent, virtual, agile) will also be remain important \u201cafter Corona\u201d. Accordingly, various digital technologies and solutions should be used to make the Board fit for the future. This goes far beyond the use of video conferencing and can involve digital file management, voting, lateral exchange, communication with stakeholders outside the Board etc. The format of personal and virtual meetings should also be reconsidered. Some of our interlocutors reported how refreshing it was that the agenda of their virtual meetings was much less formal, that there were no more endless PowerPoint presentations, and that you get to the point and to decisions much faster. Of course, this can only work if it is also ensured in advance that all participants have access to all important information and can prepare themselves with sufficient advance notice. However, many Board members have also noticed that the virtual exchange is much more \u201cstrenuous\u201d than the personal one \u2013 we therefore recommend several shorter sessions instead of one long session, as well as sufficient breaks in-between.<\/p>\n<p style=\"margin-left: 6%;\"><strong>Check critical competencies:<\/strong> The crisis in particular reveals which critical competencies (functional, entrepreneurial, methodological, human) are crucial \u2013 and whether these are sufficiently available on Board level. Professionally conducted, a Board Review can clearly identify the existing competencies as well as any gaps, and provide an assessment of whether all requirements (for example, with regard to industry, market, function, innovation, internationality, digitisation) are covered. It can also show how cooperation can be improved and made even more efficient in the future. The approach should be bold, but also deliberate and with a long-term orientation. For example, there is little to be gained by quickly and thoughtlessly bringing a \u201cyoung digital expert\u201d on Board and otherwise leaving the rest of the Board as it is. The risk that the \u201cnewcomer\u201d will become an outsider and that the existing members will continue to work in familiar patterns is simply too great.<\/p>\n<p style=\"margin-left: 6%;\"><strong>Check the cast:<\/strong> In addition to the competencies, the Board composition itself should also be reviewed. The keyword \u201cdiversity\u201d combines many dimensions: gender, age, origin, international experience, social and professional background, etc. At the same time, diversity goes beyond these obvious criteria: When selecting Board members, it is particularly important to understand how they think and feel in order to ensure a diversity of perspectives. People who bring in creative approaches, have had extraordinary experiences, stand for agility and action, or have acquired knowledge in the context of digital transformations can be a useful addition. It can also be helpful to consciously engage people who have not previously gained specific Board experience.<\/p>\n<p style=\"margin-left: 6%;\"><strong>Clear decisions:<\/strong> Particularly in stormy times, any inefficiency, lack of competence or professionalism, or lack of a sense of responsibility become clearly visible. Some interlocutors reported that Boards have recently become much more decisive, and that they have now consistently taken and implemented decisions, some of which are radical or long overdue. This applies both with regard to operative business, but above all from an owner perspective with regard to the Board itself. Now is a good time to tidy up these ranks and part with members who should perhaps have left the circle long ago. In other words, to use the crisis as an opportunity to ensure that the new demands placed on the Board are met through appropriate appointments and clear allocation of responsibility.<\/p>\n<p style=\"margin-top: 5%;\">These are just a few recommendations to ensure value-creating, efficient Board work not only in times of crisis, but also to position the Board well for future challenges. And since the world will continue to be \u201cVUCA\u201d, we recommend that the Board\u2019s work be regularly evaluated, for example by means of a Board Review, and that relevant actions for improvement are swiftly put into effect.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-f76018f3fb98b17a0aff0b6ac95eb808 avia-buttonrow-right  avia-builder-el-7  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-4909d2dbfdcf588ddde394329922e3de\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-4909d2dbfdcf588ddde394329922e3de{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/es\/trustedadvisor'  class='avia-button av-av_buttonrow_item-4909d2dbfdcf588ddde394329922e3de avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-55b63c03576c1c21c8ed2480b4acb9cc\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-55b63c03576c1c21c8ed2480b4acb9cc{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/07\/AvS_TTA-2020-02_Non-executive-directors-in-times-of-crisis.pdf' class='avia-button av-av_buttonrow_item-55b63c03576c1c21c8ed2480b4acb9cc avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download PDF<\/span><\/a>\n<\/div><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-8  el_after_av_three_fifth  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":12325,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[54],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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