Getting the board onside


While getting qualitative research into the boardroom of many organisations may be a challenge, the challenge is multiplied several-fold when the organisation is a major bank in the United Kingdom. This paper provides a case study of such a qualitative survey, and discusses why it succeeded and the influence of this research on the bank’s strategy. This paper also addresses why other research projects do not succeed. In particular the authors discuss when projects should not reach the boardroom and issues relating to board requests for surveys that need to be prevented.

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