One of our clients, the CEO of a $2 billion publicly traded energy company, faced a serious challenge. New technologies were reshaping the market, and competitors were pulling ahead in winning customers. While the executive team was already reworking operations and technology priorities, many of the decisions required long-term investments and a willingness to take calculated risks that only the board could approve. Yet the board stayed largely passive, offering neither clear strategic direction nor the bold, forward-looking guidance needed to reposition the company.