The modern environment for almost any organisation, is increasingly volatile and fraught with complex and demanding challenges. The ways in which these challenges are addressed by boards often have far ranging, even unforeseen, consequences for their organisations.

Organisations are increasingly being scrutinised (and judged) by a wide range of external stakeholders. How boards determine not just the direction, strategies and goals of their organisations but how they set their ethos and manage their impact, is becoming critically important, not just to their reputation but to overall performance and even their existence.

Learning Outcome

• Gain a broad view of just why the modern era is so challenging – covering a number of different domains.
• Ensure that their business is agile and able to keep abreast of technological changes and societal upheavals.
• Take effective actions that can affect engagement, reputation and ethos issues under the increasingly bright glare of the social media spotlight in a highly interconnected and troubled world.
• Understand better the challenges of a VUCA (Volatility, Uncertainty, Complexity, Ambiguity) environment by thinking around organisational purpose that leads to a better optimised performance.

Speaker

MURRAY ELDRIDGE
Chartered Director
Fellow of the Institute of Directors
Chartered Fellow of the Chartered Management Institute

Murray has over 40 years of international experience in Shipping, Oil Gas, Telecoms, Water Desalination and Consulting A board level operator for over 20 years he has held executive positions in B 2 B engineering organisations Board level roles include Marketing, Strategy, Commercial and Managing Director and he has
also held international non executive director roles Murray has extensive experience in setting up and managing international joint ventures and alliances ( China, Japan, Indonesia) Companies include Smit International, British Telecom, Cable Wireless, China Telecom and Global Crossing. As a consultant he has worked with companies such as Schindler, Philips, Coca Cola, Alcatel, Consolis as well as independent oil companies, engineering companies, private equity firms and the Ministry of Defence
(including lecturing at the Royal College of Defence Studies), among others He undertakes external board evaluations of companies under the UK Corporate Governance Code, is an independent non executive director and is currently engaged in a start up venture. Murray’s involvement with companies encompasses start ups through to blue chip, global leaders His experience includes running companies during three major sector crashes in three separate industries occasioning major strategic and organisational change He remains a shareholder in the desalination company he helped found in 2005.

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