Anticipatory Leadership at the Board Level

Are you and your board equipped to anticipate and address the future? We have looked at future-preparedness at board level following COVID-19.

Watch the launch webinar

On January 11th, 2022, we facilitated a webinar based on a research project conducted with Aarhus University School of Management to investigate the role of top management in organisational future preparedness.

At this webinar we explored key insights from the study into how boards and top management understand their role as long-term stewards of organisational value. We discussed the many ways in which boards and executive management already address the future, as well as what they are lacking.

Special guest, Pauline Lindwall, board director and senior advisor and winner of the Women's Board Award in Sweden 2020, shared her perspective from the board side.

You can now download the research paper and get started on how to improve anticipatory capabilities in your organisation.

Start practicing anticipatory leadership:

Fill out the following form and answer the questions to asses the organisational future-preparedness of your board of directors. We will contact you as soon as possible with reflections on how we can assist you in developing anticipatory capabilities.
1. Our board’s level of engagement (time, attention, focus) is sufficient in regard to external uncertainty and industry change facing the organization.
2. Our board has the information and capabilities it needs to see and understand external uncertainty and industry changes that are coming.
3. Our board structure, committees, roles and tasks are well-aligned to navigating external uncertainty and industry change.
4. Our board’s current composition profile mix (age, gender, national and professional background) is sufficient to deal with external uncertainty and industry change.
5. During the past 5 years, our board has initiated discussions with executive management that lead to meaningful new strategic actions (e.g. divesting from a business, entering a new market.
6. The CEO and executive management team at our organization are oriented to day-to-day management and quarterly results, and don’t spend much time formulating or acting on a long view of industry change.
7. Our board members have all the relevant skills and resources they need in order to challenge and advance executive management’s organizational future preparedness.