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High-performing boards:
Whats on their agenda?
Chinta Bhagat and Conor Kehoe
Directors report that they have a greater impact as they move beyond the basics.
Q2 2014
Kehoe boards
Exhibit 1 of 2
Exhibit 1
Boards appear to progress through a hierarchy of practices, with
high-impact boards often employing more rigorous practices.
Practiced by majority
Practiced by minority
Biggest aspiration
Rigorous
Lowimpact
boards
Moderateimpact
boards
Highimpact
boards
Basic
Source: April 2013 McKinsey Global Survey of 772 directors on board practices
Q2 2014
Kehoe boards
Exhibit 2 of 2
Exhibit 2
Board members with very high impact invested eight extra
workdays a year on strategy.
Number of days a year board currently spends on issues
40
Overall
19
By issue
12
Strategy
4
7
Performance
management
4
6
Execution, investments,
and M&A
3
5
Organizational health
and talent management
Business-risk
management
4
4
Source: April 2013 McKinsey Global Survey of 772 directors on board practices
2007, mckinsey.com.