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How do you approach customisation in Board Evaluations?

To ensure our board evaluation frameworks are meaningfully aligned with each client’s unique context, we recommend that you consider the following questions at the outset of every engagement.  These questions are designed to surface critical contextual information that will allow us to customise the diagnostic framework to ensure that is surfaces the insights that are most valuable for you and your client:

Key contextual questions and their purpose:

  1. What type of entity is the client?
    (e.g. Listed, Private, Government, Not-for-Profit, Subsidiary...)
    → Understanding the entity type helps to align the evaluation with relevant regulatory, stakeholder, and performance expectations. Different entity types have varying governance obligations and cultural nuances that impact board function.

  2. What sector does the organisation operate in?
    (e.g. Health, Financial Services, Infrastructure, Education...)
    → Sector-specific dynamics influence the complexity, risk profile, and regulatory environment the board is navigating. This insight helps to ensure that governance practices and benchmarks are sector-appropriate.

  3. What regions or markets does the organisation primarily operate in?
    (e.g. National, APAC, specific states or countries...)
    → Geographical footprint informs strategic oversight complexity, market risk, and stakeholder diversity. It also impacts the board’s expectations around global governance standards or localised operating nuances.

  4. How would you describe the current stage of the board’s maturity or development?
    (e.g. Early-stage, under transition, stable, high-performing)
    → The maturity level of the board will guide the tone and depth of the evaluation, whether it's more developmental, performance-driven, or future-focused. It also influences what support or development initiatives may be relevant post-evaluation.

  5. What is the board currently most focused on in this organisation?
    (e.g. disruption, dynamics, succession, specific challenges...)
    → Identifying the board’s current focus ensures the evaluation is directly relevant and immediately actionable. It also helps build trust by demonstrating that the evaluation acknowledges and supports existing strategic conversations.

  6. What short-term improvements vs long-term priorities are most front of mind for your client?
    → This balance helps shape both the evaluation outputs and any recommendations—framing them to provide value in the near term while aligning with the organisation’s broader governance aspirations.