In March 2024, I was elected as the employee member of the Board of Directors (BoD) of F-Secure, for a one-year tenure.
Many of the questions I've gotten from colleagues during this time are either directly or indirectly about the dynamics between the Board and the Leadership Team (LT): “How does the Board measure success or failure of any high level guideline and how specific do they get in terms of steps and milestones?” Or “How do they approve or reject proposals from LT and do they provide any direction?” And the answer to all these questions is that it’s complicated and it varies. ??
There are things the Board is asked to decide on, there are things it advises on, and there are things it is merely informed on. Each topic is handled in cooperation with the company leadership. The Board requests material on topics ABC, has questions and consults the LT and similarly, the company leadership consults the Board on topics and decisions, presents material on topics ABC - from product strategy to SaaS metrics - and informs the Board on business or operational decisions the leadership has taken. The takeaway here is that the Board is not a group of outsiders, dropping in once a quarter to dispense wisdom/decisions from an ivory tower, but instead it’s a group of highly motivated people with decades of experience in the industry that has a continuous, open and creative working relationship with the CEO, the LT, and a number of other people within the company.
As a side note, not everyone on the Board participates in the decision preparations for all topics. There are currently two permanent committees within the BoD at F-Secure: the Audit Committee and the Personnel and Nomination Committee, for preparing their respective topics for decision making in the BoD. These committees handle a lot of the topics that are legal obligations of the BoD of a publicly traded company, but require expert knowledge on such things as accounting to prepare and decide properly.
I also got questions about my role on the Board, and what I wish to accomplish during my year there. It is everything from personal growth to genuinely wanting to help the Board and LT make better informed decisions by providing more resolution, more pixels to the employee experience of various strategic decision. But the statement that most resonates with me was actually made by Risto Siilasmaa who, during my interview round for the board, explained (to paraphrase him): “the fellow board member position exists partially because it offers the company the opportunity to continuously increase the number of people in the company who have a full understanding of how the company works, from the BoD level to individual contributors.” And that makes a company, this company, F-Secure, decidedly healthier and overall more robust.
(Picture added because it's what DALL-E 3 thinks a Board of Dire(e)ctors looks like, and it was too good to pass up on. Note the distinguished "Max Poople" ?? )
SR VP at Lowe Enterprises
1 个月You are the BEST Des!