The Director's & Officer's Guide to Advisory Boards

By Robert K. Mueller | Go to book overview

to carry out the responsible charge role under the broad concept of an innovative, strategic plan.

We began this chapter with the downfall of Karl Wallenda caused in part by his training that told him to hold onto his balancing pole to remain safe and balanced on the high wire. Some uncontrollable external forces in the form of a sudden gust of wind caused a "symmetry break" in the conditions under which he had to perform his high-wire act.

In walking the tightrope of strategic transition, corporations need to be prepared for, and to plan for explicitly, the uncertainties that will be encountered. Many contingencies will be out of company control.

An advisory board can be a comforting and effective resource to a statutory board of directors and top management. In order to achieve this relationship from the corporation's side of the connection, it is helpful to appreciate some of the perspectives a sophisticated board of advisors may possess. This chapter offers one slice of such advisory expertise.


NOTES
1.
Lee G. Bolman and Terrence E. Deal, Modern Approaches to Understanding and Managing Organizations ( San Francisco: Jossey-Bass, 1984).
2.
James Brian Quinn, Strategies for Change, Logical Incrementalism ( Homewood, Ill.: Richard D. Irwin, 1980).

-148-

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