1. DRAFT for trialling
v5.2
The Big Boardroom Questions:
Questioning the existing business model
An opportunity to begin a new debate
www.bitc.org.uk

2. Why this is important
“We have a requirement as business leaders to genuinely take a longer-
term perspective and to think more transformationally about our
businesses. Today we are all geared towards and rewarded for improving
the current business model and this makes it incredibly hard to conceive
of a new business model.
It is critical that we find the time and space to think differently, for this is a
big challenge for business. Thinking about how the world will look in 2050
and thinking about the business in the context of global mega trends –
such as resource constraints and consumer engagement via technology –
is important and exciting.
If CEOs and Chairs are not thinking about this, no one else is going to.”
Ian Cheshire, Group CEO, Kingfisher Plc
www.bitc.org.uk

3. Our research shows
76% of business leaders think they are going to need a
different business model to remain fit for the future,
17% have business plans that currently look beyond
10 years.
Those with longer-term business planning horizons
recognise that we will need new and different ways of
working to find solutions.
Business in the Community Leadership Research (Nov 2011)
www.bitc.org.uk

4. The Big Boardroom Questions –
questioning the existing business model
As the CEO and Board,
what would you like
(your personal &/or) the
business’ legacy to be?
www.bitc.org.uk

5. The Big Boardroom Questions –
questioning the existing business model
Are you comfortable you
have Chaired the right
conversation on the mega
trends –
in today’s world of 7 billion people – and
for the predicted 9 billion in 2050?
www.bitc.org.uk

6. The Big Boardroom Questions –
questioning the existing business model
What is your unique
contribution to 9 billion
quality, sustainable
lifestyles in 2050?
www.bitc.org.uk

7. The Big Boardroom Questions –
questioning the existing business model
For some companies, a large proportion of
the impact of their products is created through
customer use –
What is your one ask of
your customers?
And they of you?
www.bitc.org.uk

8. The Big Boardroom Questions –
questioning the existing business model
How will you ensure
your success in the face
of societal or
environmental change?
www.bitc.org.uk

9. The Big Boardroom Questions –
questioning the existing business model
Have you created the
right balance?
www.bitc.org.uk

10. The big picture
Company legacy
Social & Companies’
Role of
environmental Unique customers
change
contribution
Finding the
balance
www.bitc.org.uk

11. Supplementary questions
The following questions may be helpful to consider
when answering the Big Boardroom Questions, or as
you develop a strategy to develop the journey
• What does success look like in the long term (10 – 30
years?)
• When questioned by your ‘grandchildren’, what would you
most like the company / brand to be known for?
• What is your one ask of your investors? And they of you?
• What is the core competency of your business from which
to build?
www.bitc.org.uk

12. Supplementary questions cont.
• What business opportunities are presented in a marketplace of
9 billion people?
• What value could this add
• What unique commercial, Government and NGO partnerships
would support your future success?
• What is your key positive impact now and the approach to CR/
sustainable development that your are most proud of, from
which to build?
• What is the one ask you have of your stakeholders –
customers, employees, suppliers, investors, communities – in
support of your ambitions?
• What are the timescales required to make that level of change?
www.bitc.org.uk

13. Supplementary questions cont.
• What mega trends are material to you now with a global
population of 7 billion people? How will this change in the
long term as the population increases to 9 billion?
• What is your key negative impact
• What impact will these have on your stakeholders –
investors, customers, suppliers, employees, regulators
etc
• What is the impact for your sector in light of these
trends?
• Is your current business model sustainable in light of these
trends?
www.bitc.org.uk

14. Supplementary questions cont.
• What societal and environmental events or crises can you
anticipate which could affect your business?
• Are you comfortable that the measures you have in place to
respond will contribute to your brand reputation?
• How do you know where the impact of your product comes from?
• What role could they play as co-creators of your business?
• How are you balancing the potentially competing interests of your
key stakeholders?
• To what extent have you incorporated non financial impacts into
your investment appraisal process for acquisitions/disposals,
capital and operational spend
www.bitc.org.uk