The Bottom Line on boardroom politics and being small

Boardroom table Views differ on how best to approach board meetings

Every budding businessman or woman dreams it making it into the boardroom - but they haven't always thought about what they'll do when they get there.

Between them, my guests on the Bottom Line this week had spent decades in boardrooms of every shape and size. I asked them to share their tips on how to handle the politics of the top table - everything from hidden agendas, to clashing egos, to a plain old failure to agree.

Ken Olisa, the entrepreneur who recently co-founded the boutique technology merchant bank, Restoration Partners, told us about one board meeting he attended, years ago, which perked up a bit when the chief executive arrived with a large shot gun.

For a moment, everyone wondered whether that meeting was going to be their last. It turned out that he simply hadn't been able to leave it in his car. But the mere fact that it was there, leaning ominously in the corner, changed the dynamic of the whole meeting. Well, yes. You can see how it would.

Stuart Fletcher, the new head of Bupa, the international healthcare company, had not experienced anything so colourful. But he said he had had some difficult board meetings in Nigeria, earlier in his career.

Stuart thought it was important to get arguments aired at the meeting itself, not try to stitch everything up beforehand.

But that wasn't the line taken by my third guest, Eileen Gittins, chief executive of the online self-publishing company Blurb.

She thought it was always important to talk through potentially troublesome issues with people before the meeting, so there weren't any nasty surprises. But then, she's an internet entrepreneur from crunchy northern California. They like to connect.

We also talked about the pros and cons of being an upstart. And considered whether the internet plus the new wave of digital manufacturing technique, had shifted the balance of advantage away from large companies - at least in some sectors.

Are old-style economies of scale about to be trumped by the new economy of the small? Watch or listen to the programme on BBC Radio 4 to find out.

Stephanie Flanders Article written by Stephanie Flanders Stephanie Flanders Former economics editor

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  • rate this

    Comment number 9.

    "It is agonising to watch the EU trying, but failing, to come to grips with its financial crisis."

    I find it morbidly fascinating, in the same way surviving zebra will casually watch the lions eating their kill. "At least it wasn't me." But it might be, one day.

  • rate this

    Comment number 14.

    The Corporate culture of an organisation permeates top down and most corporate bosses are power mad fruitloops

    British companies are often rubbish and might as well be a chicken plucking factory on some god forsaken industrial estate

    There are however a few amazing organisations around, powerhouses of mutual wealth creation where you skip into work each day

    There aint many left now though

  • rate this

    Comment number 15.

    "British companies are often rubbish and might as well be a chicken plucking factory on some god forsaken industrial estate"

    Offside ref! Which companies? Have you been to visit some of the small precision engineering manufacturing units dotted around the country? Almost uncompetitively expensive, but generally excellent in terms of quality of production.

  • rate this

    Comment number 20.


    Most of the rot and corruption in UK business (& politics) results from board room bullying by people who really should be behind bars. More of them need to go to prison!

    Service is not an out of date ethic it is essential for capitalism to function (and Communism as well!).

    We need far tighter laws that punish any and all displays of bad corporate service.

  • rate this

    Comment number 30.

    British boardrooms are so far removed from their staff and customers they may as well be Martian rocks. On one visit to a German industrial factory years ago I was pleasantly surprised to discover that 3 of the board members were from the shop floor assembly line. That German company now owns 6 UK businesses and, the economy that created that kind of foresight is thriving, unlike the UK.


Comments 5 of 32



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