Cecile Watson clip from the upcoming Long-Term Strategy Conference 2024

Once you have that approval of your strategy, now it needs to be, um, it needs to be translated at a departmental level, etc. So each department should be looking now and saying, if this is the organization strategy, what do I need to be doing within my own scope of responsibility to support this strategy? And they need to then build up their plans. So then why is it that the board is not similarly acting? So we talked earlier about the whole, um, having the right competencies on, on a board. Suppose the board— suppose the organization comes up with a strategy that decides it wants to explore some area in AI, for instance. When the board looks at that strategy, shouldn't the board then be thinking, okay, what competence do we have? What's the— what's our board composition needs to be to be aligned to that strategy of the organization? The board needs to be thinking through now, based on all of these functionalities, what needs to change, what needs to be— what capabilities they need to develop. So that they can support the organization in meeting this big, hairy, audacious goal that they planned as a vision that the board has signed off on. The board has given that stare to say, yes, this is where we are going. The board now needs to know what it needs to be doing in support of that strategy. And so that— it sounds so

obvious, it sounds so obvious though when you say it that way. Until I read it, until I read what you wrote, I'd never thought of it before, and I've certainly never seen it.

I never thought— not

seriously.

I never thought of it before either.