Is Your Board Too Collegial?

"One of our clients, the CEO of a $2 billion publicly traded energy company, faced a serious challenge. New technologies were reshaping the market, and competitors were pulling ahead in winning customers. While the executive team was already reworking operations and technology priorities, many of the decisions required long-term investments and a willingness to take calculated risks that only the board could approve. Yet the board stayed largely passive, offering neither clear strategic direction nor the bold, forward-looking guidance needed to reposition the company."

"Ph.D. is a Irina Cozma coach, trainer, consultant, and speaker who helps professionals have better work adventures. Over the past two decades, she has coached and trained hundreds of C-suite executives, leaders, professionals, and entrepreneurs across industries from start-ups to corporate, private to public, and local to global. Find her guide here to help you prepare for your next work adventure."

A $2 billion publicly traded energy company confronted market disruption as new technologies reshaped customer choices and competitors pulled ahead. The executive team reworked operations and technology priorities to respond, but many strategic moves required long-term investment and board authorization. The board remained largely passive and did not provide clear strategic direction or the bold guidance needed to reposition the company. Irina Cozma, Ph.D., coaches and trains professionals and has two decades of experience working with hundreds of C-suite leaders and entrepreneurs across diverse industries to prepare for new work challenges.

Read at Harvard Business Review