The document discusses a case study of resolving conflict between a Board of Directors and Executive Directors at an organization. It describes how the relationship had broken down without a clear strategy or governance in place. A consulting firm conducted analyses to identify issues like differing priorities and lack of clarity around roles. They applied solutions like workshops to develop a strategic direction and framework. This led to results like Board approval of plans and $1.5 million in additional sales within two months. A client testimonial praises the clear vision and strategic direction achieved through working with the consulting firm.

1. Conflict Resolution
“How to solve conflict between Board and Executive Directors”
- a case study

2. BOARD & EXECUTIVE DISCONNECT
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CLIENT ISSUES
GAP ANALYSIS
APPLIED SOLUTIONS
FOOD FOR THOUGHT
RESULTS
CLIENT TESTIMONIAL

3. Board vs Executive Team Tensions
Scenario: The working function between the Board and
Executive team had broken down into an unhealthy
operating environment.
The organisation was operating without a strategy and had
repeatedly failed to have any plans approved by the Board.
There were disagreements as to who was responsible for
the development of a strategy.
There was major governance and risk associated with
this breakdown of the relationship.
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1) CLIENT ISSUES

4. Lack of Direction & Clarity
There were no clear
guidelines where Board
oversight leaves off and
executive management
begins.
During our research we
identified the following
issues which were creating
unnecessary tensions:
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2) GAP ANALYSIS

5. ‣ Lack of detailed information and clarity around governance
and management
‣ Executives not clear about the Board role and boundaries
‣ Change process underway from community based
management to professional management
‣ Board members practice did not support their oversight
work
‣ Differing priorities between Board and Executive
‣ Incompatible assumptions and styles between Board and
Executive
‣ Collaboration was non-existent
‣ Lack of direction
‣ Personality clashes
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2) GAP ANALYSIS

6. Crossing the Rubicon
We applied a comprehensive solution for strategy
development, ownership and implementation which
included:
‣ A Work of Leaders survey with Board members and
developed a debrief and coaching solution.
‣ A Board and Executive workshop to identify the framework
for strategy development
‣ A detailed market analysis of the industry
‣ A financial audit of the business
3) APPLIED SOLUTIONS
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7. ‣ A Board and Executive workshop with two alternate strategic
options for the organisation for ongoing ownership
‣ Development of the preferred strategy which was approved
by the Board
‣ Financial modelling which was signed off by the Board
‣ A range of implementation plans based on the agreed
horizons of the strategy
‣ Detailed business and marketing plans
‣ Clear reporting guidelines and reporting process for the
strategy
3) APPLIED SOLUTIONS
Six
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8. Key Result
…$1.5 mil in additional
sales revenue in a 2 month
period…
4) RESULTS
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9. Common Ground
We delivered a strategic direction which was approved by
the board with supporting business plan and marketing plan.
We introduced a strategic management framework to
engage the organisation in to deliver the projects required to
enter phase one of the strategic direction.
We worked through the organisational design identifying
the gaps within a number of departmental processes,
effecting an additional $1.5 mil in additional sales revenue
in a 2 month period. We assisted the leadership team
identify new product lines with supporting business cases.
4) RESULTS
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10. “The journey that Navig8 have taken RGCRT
through has allowed our company to have a
clear vision, strong strategic direction and
achieve our underlying objectives…
Fiona Heslop, RGCRT
5) CLIENT TESTIMONIAL
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11. “Navig8 has immersed themselves within the
company which has allowed us to ensure
the quality of products we deliver.
We look forward to continuing this working
relationship as we have strong goals in place
to reach our Horizon One obligations.”
Fiona Heslop, RGCRT
5) CLIENT TESTIMONIAL
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12. Board Delivering on Your Investment
The cost of having a board far exceeds this visible cost.
Senior executives spend a considerable amount of their time
preparing information for the board, writing agendas, papers
and minutes, tracking down information, managing
“housekeeping” (conflict of interest and consent to act
statements, directors shareholding notices, the logistics of
board travel and meetings, etc.) and interacting with directors
in committee, board or one-on-one meetings.
6) FOOD FOR THOUGHT
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13. 6) FOOD FOR THOUGHT
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30%
CEO TIME IS SPENT
SUPPORTING BOARD MEMBERS
52%
EXECUTIVES DO NOT
SEE A STRONG ROI ON
THE SUPPORT PROVIDED
50%
EXECUTIVE TIME IS SPENT ON
BOARD INTERACTIONS WHEN
EMBARKING ON CHANGE
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14. 168
Kent
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NSW
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www.navig8.com.au