There is an intangible aspect to successful boards that cannot be captured by curating the right CVs.
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From the outside, it’s not so difficult to distinguish well-functioning corporate boards from problem-plagued ones. Healthy, successful boards are those that make wise decisions, within a reasonable timeframe, that carry weight with management. But deconstructing board success into a checklist or recipe is not so obvious. Composition—achieving the right mix of backgrounds and competencies—is essential but not sufficient. There’s an intangible aspect too, one that can’t be captured by merely curating the right CVs.
At bottom, boards are like any other group of people. The psychoanalyst Wilfred Bion observed that all groups coalesc
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