As such, it is composed of the best and brightest minds available. Men and – increasingly – women, who apply their considerable collective intellect to rationally address the challenges confronting the organisation. As the apex organisation within the organisational ecosystem, it embodies the best traits of the organisation and serves as the template for everyone else in the ecosystem. Or at least that is the perception of its ethos, purpose, and function.

However, when we examine the composition of the Boardroom, a slightly different picture emerges. Firstly, the non-executive directors are usually eminent persons who have ascended to their positions due to their successful pursuits in other areas of business. For some, it is a reward for their achievements in other businesses or industries. For others, it may be in recognition of their loyal service to the industry or the company itself. Yet others are appointed by shareholders who are intent on pursuing their own strategic objectives and interests, while others have lobbied for their Board position in order to further their own business interests. Finally, we have the Executive Directors in senior management who are embroiled in resolving the day-to-day internal contradictions within the organisation while juggling the demands of founders, shareholders, staff, customers, regulators and society at large – a weighty responsibility indeed.

Viewed from this perspective, the Board could be seen more as a collection of strong-minded individuals with disparate and often competing opinions and interests, each vying to impose their will on the organisation. This scenario can result in Boardroom proceedings eventually becoming a battle of wills, and finally – a battle of egos.