A new board member / investor can change the situation completely - especially tricky when the new member does not express his expectations and intentions
The Client, a CEO of an industrial group, identified that something was going wrong, was somehow different with the board after a new investor had joined.
In discussions with the Client we analysed the situation and concluded that the “agenda” of the board had changed from mid-term to short-term. The CEO’s communication and strategy would need to change. The Client and I had developed possible options / scenarios. The Client sounded them out with other board members and a final assumption was prepared by the CEO. In game plays we tested the approach.
The CEO invited the investor to a meeting. During this meeting the scenario was tested and a fruitful discussion around the investors concerns took place.
The CEO then suggested to the board a discussion on challenges the company was facing, what the counter measures should be and how the strategy needed to be adjusted. The board agreed and after their remarks had been considered, the new strategy was approved.
The communication was now back on a normal level. The relationship with the board remained different however this was no longer perceived by the Client as an issue.