Corporate boards can (and should!) operate with a primary focus on revenue-generating activities. This is the bread and butter of any corporate operation, and the board’s duty to shareholders means that profit must be top-of-mind.
Unfortunately, at times boards and those with other fields of expertise – say IT or finance or HR – can seem to be speaking in different languages about the initiatives they are pursuing, and failure to map plans and ideas to the board’s priorities can cost an operation valuable time and resources.
Consider IT, for example. How a board considers IT expenditures can vary widely and ultimately impact how widely IT initiatives are deployed, how deeply they are supported, and whether they’re allowed to continue after initial roll-outs.
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