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Creating an Effective Board


The expectations on Chairs and non-executive directors seem to get higher with each passing year. Criticaleye looks at how to build a Board that delivers strong organisational performance and meets the needs of different stakeholders.


Featuring Commentary From: 


Vindi Banga, SID, GlaxoSmithKline


“The CEO runs the company and the Chair runs the Board; they have to complement but also challenge each other"

 
Matthew Blagg, CEO, Criticaleye


"The strength of a Board is only truly tested once a business’ performance starts to dip or a crisis occurs"

 
Jamie Pike, Board Mentor, Criticaleye


"One of the things about a crisis is that you think the whole world is going to collapse on you, and that any moment everybody is just going to walk out and it just stops, but you probably do have a bit more time than it seems in these situations"

 
Bridget Rosewell, Chair, DVSA

 
“Someone asked me, ‘What does it matter if the CEO is a bully, so long as they get things done?’ It is important, because all the good people will leave eventually”


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Contributors
Bridget Rosewell
Non-executive Chair
M6toll
Jamie Pike
Board Mentor
Criticaleye
Vindi Banga
Chair
UK Government Investments (UKGI)


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