The challenges facing board members
Anticipating, framing and transforming in order to create lasting value.
publication of a reference work on the endurance of the board
of early renewal to rebuild a board of directors
to build sustainability and performance into the heart of steering
A board equal to the changes under way
David Kracov
Steering emerging risks
Faced with cybersecurity, sustainability and technological innovation, the board member has to show anticipation, clear sight and rigour in the trade-offs.
Rebuilding governance
The board has to keep assessing its own practices, bring in complementary profiles and align with best practice in order to safeguard ethics and performance.
Aligning strategy and stakeholders
The board member walks a fine line, reconciling profitability, social responsibility and the growing expectations of stakeholders.
Move your governance forward
We identify and recruit the leaders your organisation needs. Every search starts from your context and from the balance of the team already in place. You then receive a reasoned shortlist, with the points that deserve attention, not a catalogue of CVs.
What you can count on
The commitments we make to you.
- 01 Proven sector expertise
- 02 A network of highly qualified leaders
- 03 A search perimeter defined with you, assignment by assignment
- 04 Guaranteed discretion and confidentiality
- 05 Integration followed for a full year
Rebuilding the composition of a board in an SBF 120 group
Against a backdrop of rapid growth, an SBF 120 company needed to rebuild the composition of its board from the ground up. BCP Partners stepped in to build a board suited to the challenges of a sector in transition.
A European IT services group planned to renew more than half its board of directors over two financial years. The challenge was to preserve continuity while bringing in new and complementary expertise.
Support the strategic rebuilding of the board by identifying the profiles missing from the table, measured against the growth roadmap. Develop attractiveness tools and a structured onboarding.
A renewed and multicultural board, able to stand with the company through its transformations. A stronger collective dynamic, thanks to an integration thought through from the outset.
Vos questions sur ce recrutement
A board member search follows the rhythm of governance, and we set the timetable against your general meeting and board dates. The search itself rests on measured results, 35% of our assignments conclude within one month and nine out of ten in under two months, counted from the signature of the mandate to acceptance by the candidate. The work begins with a mapping of what already exists. Skills, career paths, personalities and terms of office already gathered around the table, in order to establish what the next appointment has to bring. The approach is then direct and individual, with no advertisement and no circulation of the mandate, and the name of the company is revealed only at the right moment in the conversation. Identifying and approaching profiles stays strictly confidential from end to end.
Every candidacy is checked against the independence criteria of the governance codes. Absence of conflicts of interest, genuine availability, complementarity with the existing board. A board is composed, it is not filled. Our evaluation goes beyond those formal criteria. We measure the expected competence, but also the courage to speak up, real availability given other mandates, and the ability to find a place within an existing collective. Every profile is presented to the chair or the nomination committee with a written case, which makes it possible to justify the appointment to shareholders and investors. That perspective comes from experience that is rare in this profession, since our founder was Board Secretary of listed groups and saw what plays out in the meeting and between meetings.
Along the lines of specialist executive search. A fixed fee set out in writing before the mandate, with no hidden extras, invoiced in three instalments (at launch, on presentation of the profiles, on appointment). The in-depth assessment and the support through integration into the board are included, until the new board member has found their role. Transparency applies to the rules, confidentiality to the amounts. A badly chosen board member costs four years, the length of a term of office. A badly composed board costs more, in blind spots at the moment of the decisions that matter. Our fees are measured against what they prevent. The detail of our rules, guarantee and off-limits included, is set down in black and white on our method page.
Yes. Our governance advisory practice covers the evaluation of boards of directors and their committees, executive committee assessment and succession planning, led by a former Board Secretary of listed groups. The evaluation measures composition, skills, ways of working and the real contribution of each member. It rests on confidential individual interviews and a structured debrief to the chair, strengths, blind spots, recommendations that can be acted on. This work often precedes a search, and sometimes it replaces one, when the analysis shows that the board first needs to reorganise itself. It also prepares succession plans for terms of office coming to an end. The finest appointment in the world does not correct a poorly conceived composition, which is why we carry out the two pieces of work in that order.