Elite Board Review

As part of a routine of good governance. Regular external reviews of a Board are widely considered as ‘best practice’ by bodies such as the Financial Reporting Council and Institute of Directors. They help to identify risks such as group think, cognitive dissonance, procedural weak points, unconscious deviation from stated intent or other factors that Boards themselves may be too close to the issue to spot. They also demonstrate a commitment to good governance to multiple stakeholders and investors.
To explore questions held by shareholders, the Board or other key stakeholders. There are occasions in the development of many organisations where the business itself, or the environment it is operating in, evolves. In these circumstances a Board that was entirely fit for purpose may find that it is less able to provide the business with the clarity of direction it requires. If left unaddressed, this can be fatal to the wider business, as it constrains the ability to provide the momentum required to stay competitive.

Our Board Reviews provide a Board with an objective view, free from any internal bias or influence, such that a Board is given the opportunity to identify and respond to issues that could weaken its ability to support the business over time. This impartiality means our review may draw conclusions that some parties do not agree with, but appeasing all parties is not the function of an external review; helping a Board to provide the strength of leadership and governance required of it is. A Review is an advisory service only. It is intended to help ensure a Board is conscious of aspects that may previously have been masked from their view but which require their consideration if the business is to be best served. What elements a Board ultimately agrees with and takes forward always remains their decision.

A full review of all existing governance frameworks and documents, including the existing strategy
Issue and review of survey results with each Director/Trustee and any other relevant persons to provide quantitative data
An in-depth interview with each Director/Trustee and any other relevant persons to provide qualitative data
Attendance and observation of at least one Board Meeting (including a review of the Board pack, agenda and report)
Follow up discussions with key persons
A full report assessing the Board’s current performance against established metrics
Any recommendations as to areas that could be improved (including, wherever possible, templates for discussion/development by the Board)
Presentation of all findings to the Board or selected representatives

"Over the past decade, our consulting firm has been on a remarkable growth journey.

Ensuring strong governance is key to the future success of the company. This is why we decided to engage Mojave to conduct a review of our Board of Directors. Mojave demonstrated an unparalleled level of professionalism and brought an extraordinary depth of expertise. They conducted a thorough review but most importantly provided some great tools to help enable the Board to reach the next level as our business continues to grow."
Matteo Perucchini, Founder and CEO of Cambridge Healthcare Research

"Over the past decade, our consulting firm has been on a remarkable growth journey.

Ensuring strong governance is key to the future success of the company. This is why we decided to engage Mojave to conduct a review of our Board of Directors.

Mojave demonstrated an unparalleled level of professionalism and brought an extraordinary depth of expertise. They conducted a thorough review but most importantly provided some great tools to help enable the Board to reach the next level as our business continues to grow."