How can organisations adapt their board and senior management structures to accommodate a greater international focus?
I am cautious about how much changing a board’s structure can help achieve significant business goals. It is important to ensure that structural alterations are not seen as a panacea for addressing deeper-rooted but there are some obvious barriers that a creative approach to structure can address. One way for companies to access this less mobile advisory talent in further-flung markets is to create regional advisory boards that harness specialist expertise and are less onerous.
At the most senior executive level, bringing in individuals with relevant international experience may also present challenges. At organisational level, many companies are developing regional hubs from which leaders in more remote regions can run the business. This increases their ability to attract the best local talent but it only makes sense if there is also a strong operational argument for running some of the business from that location.