Market crossroads: Fertile ground for board development

Michael F. Kipp, Robert Hunter, Mara Aspinall

Research output: Contribution to journalArticlepeer-review


Governing boards are a bit like meteors above an organizational “planet”. If they position themselves too far above it all, they are likely to float at an innocuous distance, meaningless and without impact. On the other hand, if they plunge too deeply and quickly they are likely to burn up in the atmosphere, dissipating their wellintentioned energy in a spate of “micromanagement”. This article describes a process for capitalizing on a market “crossroad” as an opportunity for board and staff alike to “rehearse” alternative views of the future, gain experience in the process of grappling with associated policy matters and make peace with both a shared vision and a more appropriate relationship with one another. Relevant concepts, tools and processes are outlined for adaptation by governing bodies in similar circumstances.

Original languageEnglish (US)
Pages (from-to)13-15
Number of pages3
JournalCorporate Governance (Bingley)
Issue number2
StatePublished - Jun 1 2002
Externally publishedYes


  • Corporate governance
  • Directors
  • Diversification
  • Trust

ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)


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