We’re proud of our efforts to contribute to thinking around governance effectiveness.
Find back copies our eBulletin The Effective Board here – along with our other thought pieces on risk, assurance and culture.

The Effective Board: Sucession planning – breadth, depth and transparency

Everyone recognises that the make-up of the board is crucial to its effectiveness. Putting it in place sounds straightforward enough, but throw into the mix diversity, rotation, independence, shareholder demands, personal circumstances…it isn’t, of course. The complications in part explain why, when we review boards, often we find dissatisfaction around succession planning. It’s not just about the NEDs: the board also needs to satisfy itself on succession for executive positions and overall management bench-strength – that’s often a problem too. Here are some of the good and not-so-good ways we see boards tackling succession planning.


We’ve worked with more than 160 clients. They are mainly FTSE 350 comanies – including 20 from the FTSE 100.

Helping you get it right

For us, good governance is about good performance.

Yes, compliance matters.  But our work is about helping you make sure your organisation…is led effectively by a board that adds value…is kept under control through risk management and assurance frameworks that meet your needs…and is “doing the right thing”.