A Quote by Eric Ries
At IMVU, we opened up our board meetings to the whole company.
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Horizontal meetings are team or project meetings, set up to coordinate individual activities. When I worked in a large tech company, those meetings just popped up in my calendar by the dozen.
Lots are written about how 'she shows up at board meetings in the saree.' My God, I have never worn a saree to board meetings; people play it out in different ways. I think I have never shied away from the fact that I am an Indian, and I don't intend to, but you can be at home with both cultures.
Being on a board is not just about showing up for the meetings. A board member needs to materially contribute to the success of the business.
Meetings are the linchpin of everything. If someone says you have an hour to investigate a company, I wouldn't look at the balance sheet. I'd watch their executive team in a meeting for an hour. If they are clear and focused and have the board on the edge of their seats, I'd say this is a good company worth investing in.
As CEO of Accenture, I am not French anymore. When I'm in India, I am Indian. We are a company with no physical headquarters. We operate on a virtual level. Our leadership meetings are teleconferences, which is why the Board asked me to stay on in France. And I tell others to stay in their own countries.
At SGI board meetings... Jim Clark's face would get red and he'd start shouting that an investor and board member had cheated him and his engineers.
When I was first elected to the Colorado State Board of Education in 2000, we had to carry a big binder filled with hundreds of pages to every meeting. By 2004, the State Board had gone paperless. We even persuaded the less-tech-savvy members to use laptops to pull up their information during meetings.
Ambassador Kennedy brings to the Boeing board professional, diplomatic, and global perspectives that are highly valued in our rapidly evolving and increasingly competitive global business environment. Her diversity of experience and accompanying insights will broaden and strengthen our board in its deliberative and oversight roles for the company.
I can tell you how bad our boards are... I don't have to watch Saturday Night Live anymore; I just go to the board meetings.
Lots of entrepreneurs don't want to be hassled by a board of directors early on. The entrepreneurs want to control the company, don't want to be responsible to a board, or don't want to waste time communicating with board members. This is a classic error of thinking about the early stage board incorrectly.
Over the last 40 years, I have built MW into a multi-billion dollar company with amazing employees and loyal customers who value the products and service they receive at MW. Over the past several months I have expressed my concerns to the Board about the direction the company is currently heading.Instead of fostering the kind of dialogue in the Boardroom that has in part contributed to our success, the Board has inappropriately chosen to silence my concerns through termination as an executive officer.
We don't have an isolated group [of senior managers] surrounded by servants. Berkshire's headquarters is a tiny little suite. We just came back from Berkshire's board meeting; it had moved up to the board room of the Kiewit company and [it was so large and luxurious that] I felt uncomfortable.
So much is wrapped up in our work and each book of the Bible points to Christ and the good news of what he's done that impacts the whole of our lives and the whole of our world. When our eyes are opened to see how each book of the Bible points us to the gospel, the relevance to our work and the need for this good news to enter into our work becomes increasingly evident.
The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.
And I've tried to give us a higher profile. Typically, at a board meeting, we'd pass resolutions about the civil-rights issue of the day, but we'd never tell anyone. So I've instituted a policy of announcing our resolutions at the end of our meetings.
One thing I noticed working in the Bronx is that leaders come in the craziest places. They don't always show up at community board meetings. Sometimes it's just the guys on the corner that the boys on the block respect.
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