You Have a Strong Board. Could It Still Have a Blindspot?
The important Boardroom perspective you may have assumed is covered.
Ensuring your board has a clear view of future revenue resilience is a natural part of good stewardship. Making that capability explicit in your skills matrix can help you identify whether the expertise is already present—or whether an important perspective is missing.
You routinely review your board’s skills matrix for financial, legal and digital expertise. Yet the capability to govern the likelihood of sustained growth may be assumed to sit within general business acumen.
How confident are you that your board has this covered?
Your financial statements provide a disciplined view of past performance and current position. Your growth forecasts describe an expected future. The capability to examine what connects the two deserves equal attention: the customer demand, competitive position and organisational capacity on which those forecasts depend.
Imagine sitting in a board meeting with a clear view of how growth is expected to happen—not just what revenue is forecast. Your board understands which assumptions are supported by evidence, where revenue may be vulnerable and what could prevent the strategy from delivering. You have the expertise around the table to interpret those signals and recognise when the outlook is changing.
That visibility matters because decisions about investment, expansion and resources depend on growth expectations. If those expectations prove unfounded, the consequences can extend beyond a missed target to the organisation’s resilience, stakeholder confidence and the reputation of its directors.
Could you explain how your board tested the growth assumptions underpinning its decisions?
This is where Growth Governance earns its place. It brings deliberate scrutiny to the likelihood and sustainability of future growth, alongside the financial, legal and risk disciplines your board already values. It gives directors a stronger basis for examining difficult commercial realities before they become disappointing results.
Good Growth Governance also respects the boundary between governance and management. Your board examines strategic assumptions, evidence and risk; management determines and executes the operational response. A capable specialist understands that distinction and contributes commercial judgement at the appropriate level.
The next time you review your board’s capabilities, one question may deserve a place on the agenda:
Do we have sufficient Growth Governance on our board?
Peter Strohkorb helps boards and chairs navigate the complexities
of future revenue resilience and strategic assurance.
Peter Strohkorb helps boards and chairs navigate the complexities of future revenue resilience and strategic assurance.