An insurance firm was rapidly expanding by diversifying,
acquiring and exploring other jurisdictions. Each new venture was set up under
another legal entity, which then needed its own Board. Within the firm there
was a lot of talent, but less Board experience than required for the firm’s
plans over the next five years. In a soft market, they were also concerned that
their best talent might be encouraged to join rival firms.
BP&E Global proposed a Board readiness programme to
address these concerns.
Our proposed Board readiness programme included 6 phrases:
1: Identify overall concerns and key
individuals who would benefit from Board development (either as recently
promoted Board members, or with the potential to become Board members)
- Stage 2: Design bespoke content with Head of
Talent Management and/or CEO to include some people/Board development (Board
dynamics, Boardroom behaviours) and some key technical sessions that would
stand them in good stead as Board members
3: Invite key individuals to join the
programme, with the first 12 respondents being given places on the first year’s
4: Roll out of programme into one
intense day every couple of months with further study/practice/implementation
of learning in between modules. Each module to be followed by a feedback
session with the Head of Talent Management or CEO
5: Final session to include a Mock
Board meeting and pulling together of whole programme
6: Debrief with Head of Talent
Management. The Programme was full, with a waiting list for the following year
within a week of being announced.
As the programme developed and we could see individual and
team needs emerge throughout sessions we adapted the programme to enhance their
experience at every step of the way.
Three of the delegates are now much more confident in their
subsidiary Board roles. One delegate has been promoted to the main Board,
others are more Board-ready and all say that it has improved the way they run
their individual teams and departments. The Head of Talent Management is
delighted with their progress, as is the CEO.
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