Post by Frank Desiere - PhD MBA

Three chief executives. Three chairs. Two opposite strategies. One board, in under three years. It is tempting to file bp's turmoil under "big oil and the energy transition." I think that misreads it. This is not a commodity story. It is a governance story — and almost every failure on display is one your own board could repeat. This edition of WE TALK BOARD takes bp apart as a case study for directors: — Why a board owns its strategy through the cycle, or an activist owns it for them — What chair succession actually demands: behavioural due diligence, not a CV — Where the chair–CEO line stops being etiquette and becomes a control — How investor dissent works as an early-warning system you ignore at your cost The lesson is not about energy. It is about the discipline to hold a strategy, the humility to choose the right chair, and the nerve to listen when your owners start to object. Which of these failures is most likely to surface in your boardroom — and what is your board actually doing about it? Share your view or your sharpest question below. Want the Board Briefing Pack I use in my own NED work and executive sessions? 1 — Like this post 2 — Comment "BOARD" 3 — Connect, and I'll send you the link #CorporateGovernance #BoardOfDirectors #NonExecutiveDirectors #BoardEffectiveness #ShareholderActivism