CMi Forum

 

As part of the value it offers clients and to complement the mentoring programme, CMi provides the opportunity to engage over dinner with some of the leading business thinkers of the day (often CMi Mentors) on topical and relevant issues, across a number of European capitals. The CMi Forum has become an intrinsic part of the CMi proposition, eliciting highly appreciative feedback from its participants who enjoy a stimulating and insightful exchange of true dialogue with deep practical insights and who come away not only with some great learnings but also having made new contacts and eager to attend another Forum. The dinners offer unique networking opportunities with a peer group that spans several business sectors and geographical territories, but is homogenous in terms of its quality and level of engagement. Numbers are limited to a small, intimate group of around eight guests to ensure that everybody has an opportunity to contribute – and indeed topics of discussion are disseminated ahead of time to allow for informal preparation, ensuring guests obtain the maximum benefit from the discussions.



The current programme features the following themes:

Preparing the CEO pipeline

Diligent CEO succession planning and execution is a critical part of the Board’s and especially the Chairman’s role. Yet many organisations find it a challenging and sensitive subject and do not create a strong enough succession pipeline in time for a scheduled transition:

  • When is the right time to start grooming CEO candidates – what is too early, too late?
  • Should the Chairman, Chairman of the Nomination Committee or one of the other Non-Executive Directors mentor internal candidates? – pros and cons
  • How best to mitigate risks with internal or external CEO candidates
  • Should a CEO in part be measured and rewarded on the state and readiness of the internal succession bench?

Our guests will be Chairmen, Nomination Committee members and long-tenured CEOs.

Social Media - is your company ready for the transparency?

Social media represents both opportunity and risk. Long-established brands can be tarnished with a single angry blog, but vast numbers of people can also be galvanised behind a cause or an idea. In this fast-moving world Boards should address questions such as:

  • Who should take the lead for social media strategy and planning at Board- level?
  • How should senior leadership respond to this new competitive field?
  • What skills should executives and non-executives be expected to have in this new age of transparency, and what cultural changes may be required of organizations?

Best practice in Board-level succession planning

The time and attention that Boards dedicate to talent development has never been greater but many companies still struggle with succession planning for their Board-level roles, both Executive and Non-Executive. Ensuring a seamless transition in any Board-level role is critical for effective governance particularly in the case of a Chairman or CEO. Boards have both an imperative and an opportunity to get ahead of the game on succession planning by tackling such issues as:

  • What constitutes best practice in succession planning/execution and does an ‘ideal’ succession process exist?
  • Developing a succession plan for the Chairmanship
  • The balance of internal talent development versus external searches for the next Chief Executive
  • The involvement of the Board beyond the Chairman and Nominations Committee

The rise, role and impact of the ‘activist shareholder’

Recent public battles between so-called ‘activist investors’ on both sides of the Atlantic have placed a spotlight on how to manage relationships with increasingly assertive shareholders. In some countries, shareholders can claim a place on the Board (thresholds vary), in others, regulation and public scrutiny is encouraging investors to take a more active role. Heightened shareholder involvement is raising key issues such as:

  • How should Executive and Non-Executive Directors manage relationships with more assertive and potentially confrontational investors?
  • How best to engage with self-proclaimed ‘activist investors’
  • Differentiation in management strategy between so called ‘activists’, ‘attackavists’ and ‘constructivists’
  • What happens if a shareholder battle turns public?
  • How to manage shareholders that won’t engage in dialogue
  • Are ‘activists’ good or bad for the greater good of all stakeholders?

 

EVENTS

CMi will be offering events around Europe, please click here to download a pdf file.

27.04.17

Title:

Preparing the CEO pipeline

Venue:

Copenhagen

Hosts:

Dr Göran Ando

 

Sir Roger Carr

12.06.17

Title:

Social Media - is your company ready for the transparency?

Venue:

London

Hosts:

David Tyler

 

Gavin Patterson

02.11.17

Title:

Best practice in Board-level succession planning

Venue:

London

Hosts:

Sir Philip Hampton

 

Dr. Franz B. Humer

14.11.17

Title:

The rise, role and impact of the ‘activist shareholder’

Venue:

London

Hosts:

Donald Brydon

 

Peter Voser

Guest Testimonials

"First of all, thanks to CMi who arranged the dinner. It was truly very inspiring, in a perfect setting and a small enough group to carry one common discussion around the table. In particular our hosts but also everyone around the table, gave us all a flavour of the one very important part of a global CEO's life which is not that commonly discussed. I think this applies not only to the big multinationals, but on a smaller scale also to regional and national companies one way or the other. The take away from this meeting was really good."
Leiv Askvig, CEO, Sundt AS

"Thank you very much for having organized this insightful event so well. I truly enjoyed the conversation and sharing views with such experienced individuals."
Alexandre Zeller, Chairman, Six Group AG Swiss Stock Exchange

"It was my pleasure to attend the dinner yesterday. The opportunity of interchanging opinions and experiences, in a relaxed atmosphere with such an outstanding group of Chairmen is quite unusual and extremely worthy. Congratulations for the initiative." 
Antonio Vazquez Romero, Chairman, IAG International Airlines Group

"As I said to you on the night, the evening was most enjoyable. Apart from the really nice surroundings and wonderful food, the discussion was particularly interesting and clearly couldn't have been more topical as events unfolded the next day! I got real value from it - particularly so given the quality of the attendees."
Tommy Breen, CEO, DCC plc