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We had a visit today by George David, the CEO and Chairman of United Technologies, the Hartford, Conn.-based conglomerate that builds everything from helicopters to air conditioners to elevators. David, who’s had quite a run at the helm—check out my fellow blogette Diane’s story about him here—stopped by to chat about everything from the economy to UTC’s generous education benefits to his pending succession.
One of the things he noted was how much more talk about strategy there is in the boardroom. He noted that his own board was talking more about UTC’s strategy—while pointing out that he sees his division heads as strategic planners, not other executives with that title. I’ve heard the same from others. A conversation yesterday with Spencer Stuart headhunter Dennis Carey was mostly about small dinners he’s putting together with directors about strategy in the boardroom. One former McKinseyite I spoke with recently said he had been talking to boards about the need for a sort of strategy “sherpa” to help board members know more about the topic.
What do you think? Should boards, in this heightened state of governance, be more involved with shaping corporate strategy? Or is that the job of management alone?
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