Finance & Investment

Enhance & Protect your Returns

 Recent research shows that a firm’s boardroom network is a key driver of firm performance and corporate governance affecting firm value in complex ways: while some network features boost value, others destroy it. In today’s increasingly volatile markets with higher corporate governance and transparency standards, professionals therefore need the analytical tools to quantify and understand how networks affect their portfolios. 

The Power of Board Capital

Investment screening

 Screen firms according to a wide range of value-driving features including network quality, board independence, board stability and experience, and composition

 Research ties to strategic organizations and people as well as potential conflicts of interest

 Use interactive network graphs to research a firm’s boardroom network

Valuation

 Estimate whether the value of a firm’s network is mispriced

 Understand which board features are value creating or destroying

 Assess the impact of (distant) network mutations and past affiliations

Investment monitoring

 Track board network trends to manage risks and identify opportunities

 Anticipate which directors are most likely to exit

 Anticipate the impact of (distant) network mutations on firm performance

Governance risks

 Assess a firm’s executive-supervisory board independence

 Detect direct and indirect relationships that could pose conflicts of interest

 Research director backgrounds through interactive network graphs

 Executives & Boards

Boost Board Performance

 Boardroom networks are key drivers of corporate governance and board performance as shown by recent research. With today’s increasing demands for professionalism, independence, transparency, and a balanced composition, it is therefore critical for high-performing boards to have first-class networks with strategic reach while avoiding conflicts of interest and dilution of director focus. Board Capital provides the analytical tools to understand how networks affect board performance. 

The Power Of Board Capital

Executive search

 Filter candidates according to network quality and experience rankings

 Identify candidates with strong, complementary networks

 Research ties to strategic organizations and people as well as potential conflicts of interest

Board reviews & director appraisals

 Benchmark the board’s overall experience, tenure, network quality, network diversity, and composition

 Benchmark a director’s network quality and experience

 Explore interactive network graphs to research ties to strategic organizations and people

Board succession

 Benchmark board stability, turnover, and tenure rankings

 Anticipate which directors are most likely to exit

Governance risks

 Assess executive-supervisory board independence

 Detect direct and indirect relationships that could pose conflicts of interest

 Research the background of directors through interactive network graphs

 Governance & Risk

Manage Governance Risks

 Recent research finds that boardroom networks can give rise to conflicts of interest, diluted director focus, and an imbalanced board composition which damage corporate governance, create reputational risks, and ultimately reduce firm value. As governance and transparency have become increasingly important in today’s markets, professionals therefore need the analytical tools to understand network-related risks. 

The Power of Board Capital

Governance risks

 Assess a firm’s executive-supervisory board independence

 Detect direct and indirect relationships that could pose conflicts of interest

 Research the background of directors through interactive network graphs

Board instability

 Benchmark board tenure, turnover, and stability rankings

 Anticipate which directors are most likely to exit

Network and board composition risks

 Monitor deterioration in a board’s network strength and reach to strategic organizations and people

 Detect deterioration of board experience compared to peers

 Benchmark board composition

Erosion of firm value

 Quantify whether a firm’s network features are value-destroying

 Anticipate value-destroying director entries and exits