What's the board's role in strategy development?: Engaging the board in corporate strategy

• Published in: Strategy & leadership Vol. 32; no. 5; pp. 25 - 33
• Main Author: Nadler, David A.
• Format: Journal Article
• Language: English
• Published: Chicago Emerald Group Publishing Limited 01-10-2004
• Subjects: Boards of directors; Chief executive officers; Chief executives; Collaboration; Corporate governance; Corporate strategy; Decision making; Directors; Executives; Guidelines; Participation; Responsibilities; Strategic management; Strategic planning; United States > US; Corporate governance; Boards of directors; Corporate strategy; Chief executives
• ISSN: 1087-8572; 1758-9568
• DOI: 10.1108/10878570410557633

This article offers an action plan for CEOs who wish to constructively engage their boards in strategy development. In this approach, the board participates in the strategic thinking and strategic decision-making processes, adding value but not infringing on the CEO's and executive team's fundamental responsibilities. More specifically, in value-added engagement, the CEO and management lead and develop the strategic plan with directors' input, and the board generally approves the strategy and the metrics to assess progress. The author details the five key elements critical to successful engagement of the board in strategy development: view strategy as a process, not an event; design parallel but lagged processes; inform and educate the board; collect and analyze director input; generate strategic alternatives. The recommended framework for engaging the board in strategy development is called the "strategic choice process"; it has six steps, with the CEO and his her team leading the way.