Will the way Board work change after the COVID-19 crisis? How can the Board support the Management in steering the organization towards sustainability in the Volatile, Uncertain, Complex, and Ambiguous (VUCA) world?

Design Thinking is a design concept that analyzes problem through user perspective not that of producer. It starts off with comprehension and empathy of relevant parties before finding appropriate resolutions and turning them into products and services. Fine examples of design thinking outcomes are the first Apple Mouse, Airbnb, and Uber Eats.

To think along with this concept, how do we want to see the Board work differently with Management? I’m not saying that the current relationship is not working. Given the rapid pace of post-COVID world, an orchestrated work between the Board (conscious) and Management (brain) will become more vital to the sustainability of the organization.

As in usual Design Thinking process, we may as well seek views from users. But who are the users that the Board and Management should consider here, shareholders…clients…trading partners…employees…the state…society…?

The Board probably demands most updated and continuous flows of business information and those relevant to Stakeholders. The Board may need to discuss with Management about changing key assumptions such as consumer behavior.

Meanwhile, the Management may feel that scheduling Board meeting a year in advance may not be flexible enough for ever-changing situation at present.

Shareholders may wonder how to measure efficiency between “conscious” and “brain” of the organization and the connection between performance and sustainability.

Clients may also ask if the money they paid for the products is worthwhile. It may not be just the worthiness of the goods but also of global resources. They may wonder if their money is used to improve the future of social and environment or trigger negative effect for future generations.

Meanwhile, employees may start to ask about how the organization can help them improve their potential and prepare them to cope with the world of uncertainties. If they were to invest their time for the organization, what would be meaningful return they would gain beyond salary? How would the organization help them cope with their personal issues?

Today, we may yet have the answers on how the Boardroom should change. But for certain, it must start with “understand, reach out, and then develop”. Empathy with stakeholders of the organization under Design Thinking concept should be a fair beginning. Best wishes to you all.

Kulvech Janvatanavit
Chief Executive Officer
Thai Institute of Directors Association (IOD)
May 10, 2020