Board Advisory

  Our differentiators

  • Long-term thinking

  • International perspective

  • Network driven and enabled

Our three areas of focus (below)

  • Implementing succession planning

  • Shaping board to support business plan

  • Advising individual board members to optimise their impact in the board room and with key stakeholders

1: Implementing effective
succession planning

We currently have multi-year assignments for two large UK listed companies to implement key aspects of their succession planning programmes:

  • In the FTSE 100 company, we have ensured that the transitional arrangements for a number of retiring executives work smoothly for both company and executives

  • In the FTSE 250 company, we are in our third year of supporting the Board, preparing the current CFO for a possible move to CEO and a current non-executive director for a possible Chairman role

For a substantial Middle Eastern family owned company, we also advised four members of the next generation on whether they wanted to go into the business. The objective was to find and nurture business acumen from within the family rather than importing it from outside.

2: M&A and the future success of the leadership team
After several years of successful organic growth, this listed German company decided to embrace a strategy of growth by acquisition. The company:
  • lacked the skills and expertise to embark on this strategy, from a governance, process and human resources standpoint and had made initial mis-steps in this direction resulting in disagreement with shareholding groups. 
  • engaged us to educate their executive committee on the do’s and don’ts of M&A practice before, during and after transactions.
A key element of our work involved the delegation of authority surrounding acquisitions, Board organisation and behaviour during the transaction, and successful post-merger integration at Board and senior management level.

 Our ways of working

  • We listen actively

  • We challenge when appropriate

  • We bring no preconceived/prepackaged solutions

3: Building innovation programmes
When a company sets itself the target of being the leader in its sector, it has to innovate. In close collaboration with the Board, we would propose a series of interventions including:
  •  establishing innovation programmes with clear targets and metrics
  • putting in place the process steps, communications and logistics required to bring innovation to life

  • regular updates on innovation to key stakeholders

  • systematic evaluation of the programme's success 

We use specialist associates in this context who have deep expertise in evaluating the need for innovation and grounding it in customer insight.

© 2020 AGM Transitions is the trading name of Crescendo Board Practice LLP, an English limited liability partnership with registration number OC385592 and VAT reference 164501527


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