Can Villains be Valuable Board Members?
You can read about why and how we are doing this research here:
https://docs.google.com/document/d/e/2PACX-1vQfvwtJpu4gQRaz0d_r-CgQhc_Iet2VuvmnwvU_1-a9sFdLvbID6vxjpV8t2iygV7ltLaA8uPlnhuyD/pub

Thanks for taking part.

This survey should take around 15 minutes to complete and can be anonymous if you wish.

In our reports, we will never attribute your answers to you unless you have provided explicit consent (a) to use verbatim quotes and (b) to name you as a participant in the research when we report on the findings (consent form at bottom of questionnaire).

Please email us at info@horizon37.co.uk if you'd like to know more about our methodology and the existing research we are building on. See more about us at www.horizon37.co.uk.
Sign in to Google to save your progress. Learn more
Email *
Name (leave blank if you wish to remain anonymous)
Please tell us about your roles in the business scale-up ecosystem so that we can segment our findings (tick all that apply - past and current) *
Our working definition for a "A Scale-up Business" is a 3-7 year old company that meets any/all of the following criteria: 1. Have had VC or Angel backing at least £1m in total 2. Or are £500k p.a. revenue generating (product market fit) 3. Or have grown 20% revenue YoY from base £100k for three years 4. Or have grown 20% in staff from base 50 for three years.
Required
What does the scale-up Board as a whole need to do well? - What do great outcomes looks like?
Different stages in a company's growth will have different needs from their Board, please be specific about the needs of a scale-up business. Why do we even have a Board?
What business outcomes can a great Board contribute to in a scale-up?
Please consider: Why even have a Board?
What kind of contributions must Board members make for scale-up success?
Please state how important it is for at least some of the members of any given Board to make each contribution listed.
Essential
Very Important
Important
Desireable
Not Important
Other (please specify below)
Advise and direct on solving problems
Give opinions/advice on big operational decisions e.g. senior hires
Give hands-on support with key stakeholder negotiations
Empower and mentor the executives, ensure they have skills for the job
Create or input to strategy and plans (forward looking)
Scrutinise and hold exec to account (historic)
Lead and syndicate funding rounds
Network and make connections for the business
Help shape and maximise the value of the Board itself
Clear selection
Why have you given these scores?
Which individual board member behaviours and styles have you seen create the most value in scale-ups?
Please tick up to six that you have seen create the most value.
Why have you selected these behaviours and styles as being the most value creating?
What can go wrong? What personal lessons have you learnt? (war stories?)
Which negative behaviours have you seen displayed by the Board? Do they help under any circumstances?
How should the contributions of Chair, NED, Observer differ?
Please may we follow up with you if we need to expand on any of your answers?
Clear selection
I give consent for the Horizon37 Villains and Value research team to:
Comments
Submit
Clear form
Never submit passwords through Google Forms.
reCAPTCHA
PrivacyTerms
This form was created inside of tuncer.co.uk. Report Abuse
Google Forms