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      "text": "(For more information, see How Nordic Boards Create Exceptional Value, BCG Focus, June 2016.)",
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      "text": "Focus on the board's composition and use of time. During transformations, boards meet as often as weekly and the chair might have to be involved several times per week. To effectively support the transformation, the board also needs a small and dedicated team that can devote adequate time and be available on short notice to meet and to make decisions.",
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      "text": "Many of the chairs we interviewed believe that boards need to devote greater time to discussing the progress of implementation during a transformation, and BCG's experience supports this view.",
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      "text": "by choosing a strategy, business model, and operating model that will enable a fundamentally different competitive position. Third, build the right team, organization, and culture to position the organization for sustainable high performance.",
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      "text": "When the board and the CEO are aligned on the direction, it is easier to form a relationship of trust in which the chair also acts as a \"sparring partner\" for the CEO outside of formal situations.",
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      "text": "Closely monitor the transformation's implementation. Understanding the status of the transformation program is critical to a board's efforts to support the management in making course corrections.",
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      "text": "Further ways to enhance the support provided by the board include recruiting a chair or board member with transformation experience, involving experienced external advisors, and establishing a special task force within the board to focus on critical transformation topics.",
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