 Transforming advisory boards: from tick-box exercise to visionary ambassadorsSarah Hardcastle Chapter 14 in How to Scale Engagement and Impact in Universities, 2025, pp 153-165 from Edward Elgar Publishing Abstract: No longer a tick-box exercise, this chapter explores how vision, mission, values and strategic ambitions should inform the creation of a board of advisors, how to engage them and how to ensure that the board is impactful. It examines different types of advisory boards, the variety of roles to consider and where alumni fit. The chapter discusses how the careful formation of an external board consisting of members with a diverse yet specified range of experience, expertise and interests combined with good induction, leadership and management will facilitate focused advice, ideas, insight and connections that add value and have impact. Drawing on interviews, reports and consultancy work within business schools, across universities and with their respective advisors, this chapter shares the practicalities of how to build a close relationship between the board members and the institution they are advising, how to foster continued engagement, and where and how impact might be facilitated, recorded and measured. Finally, the chapter reflects on how to avoid some of the pain points by creating an environment where a board can be re-shaped or re-focused as required. Keywords: Advisory boards; Strategic engagement; Board management (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:elg:eechap:23495_14 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Chapters from Edward Elgar Publishing |
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