Asking the executive team what has surprised them most since the last board meeting can be a major source of competitive advantage.
1) What motivated you to join this programme, and what were you hoping to gain?
I recently joined the Board of Danish Fundamental Metrology A/S (“DFM”), the Danish national metrology institute, which is also responsible for Quantum Denmark—a newly established quantum facilitator located at the Niels Bohr Institute at the University of Copenhagen. In addition, I have been appointed Chairperson, which carries a tremendous responsibility, especially given the nature of the organisation as a university-owned, not-for-profit entity, effectively accountable to the wider Danish community. With 34 years of management experience, including 28 years in executive management, and having served on multiple boards in family-owned and founder-led companies, I bring extensive experience from diverse industries. However, the DFM role is my first appointment to a truly independent board. Eager to perform well in this new role, I enrolled in the programme hoping to learn new and best practices for designing and implementing strategy. At the time, I did not clearly distinguish between corporate strategy and business strategy, nor did I specifically differentiate between the role of the board and that of executive management in strategic work.
2) How has the programme impacted your thinking or approach to your work?
The programme has provided a great deal of inspiration and food for thought, which I am determined to put to good use in my board work. Notably, there are two key aspects I intend to incorporate into my thinking:
• The distinction between board work and execution. Board members should have their own set of goals, values, roles, rules, and processes, and be personally committed to these. They should focus on asking questions rather than providing executive solutions, and reflect on asking the “real” questions that matter to the business.
• The difference between corporate strategy and board strategy. Corporate strategy should focus on selecting where to compete and managing the balance sheet—i.e., where to invest—while the business plan, owned by the executive team of each business, focuses on how to compete and how to manage the profit and loss statement.
3) What aspects of the programme stood out to you the most (e.g. faculty, peers, content, format)?
The programme offered valuable input from the course material, faculty, peers, and guest speakers, while also providing time for individual reflection. This all added up to a week of intense learning—not necessarily reaching firm conclusions, but offering a strong starting point from which to practise board work and leadership, and ultimately learn through experience and reflection.
4) Can you share a moment or insight from the programme that really resonated with you?
Among many valuable insights, I would highlight the importance of reflecting and analysing before posing questions to the executive team, and the significance of asking the “real” questions. I also found the idea of asking the executive team what has surprised them most since the last board meeting particularly powerful, as awareness of external events and the ability to respond to them can be a major source of competitive advantage and can help shape emerging strategies.
5) Would you recommend this programme to others? If so, why?
I would definitely recommend the programme to peers with extensive executive management experience who are new to board work and wish to acquire a solid foundation from which to launch their board career. Don’t expect quick fixes, but rather a meaningful start to lifelong learning.
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