Comment & Analysis
We help complex organisations evaluate and improve the performance of their boards and their governance objectives. We look at the current make up of the board as well as the governance, regulatory framework and risk management. We review the capabilities of those responsible for financial analysis and controls on the board.
With the likes of HSBC, Goldman Sachs and Nationwide publicly announcing their plans and the government “road map” suggesting a return to the office, even for those who can work from home, from June 21st, when and how companies organise their approaches and new working environments are very high on the agendas of business leaders and HR professionals. Having hosted a number of HR Director round tables for financial services organisations recently it has been fascinating to observe how different companies are approaching the challenges they face in returning to the office.
In response to those kind enough to respond to my earlier post “When is the right time to build an advisory board” and perhaps with a nod to the recently released Kalifa Report and the impending updates to the Chancellor’s “Future Fund”, I have been asked many times recently “What is the ideal profile and DNA needed to build a great scale up board”?
In 2020, as part of a Master’s in Psychology, Ciara Heneghan at Sainty, Hird & Partners undertook a research project, which involved interviewing in depth a small number of women working within investment management. Her work set out to address a lack of qualitative research on gender diversity within investment management in the UK and to understand better the experiences of women as a minority in the workplace. It was hoped that her findings would further understanding of persistent gender segregation such that the integration of support systems, services and methods might be better informed and more effective.