Britten Coyne Partners works exclusively with chairmen, boards, and directors in Europe and North America to help them effectively govern strategic risk — the existential threats to their strategy's success and their company's survival that continuously arise in today’s complex, uncertain, non-linear and fast evolving environment. A Booz&Co study (“The Lesson of Lost Value”) found that strategic risk was responsible for over eighty percent of the cases of significant enterprise value destruction.

Given normal human biases and the short-term pressures facing a management team, independent directors and boards have a critical role to play in helping companies avoid three potentially fatal traps: the failure to anticipate potential strategic threats, the failure to accurately assess them, and the failure to adequately monitor and adapt as these threats evolve over time.

We provide (1)
education offerings to improve individual director and collective board capacity for governing strategic risk; (2) design and facilitation of board processes that overcome human biases and produce rich discussions about strategic risks ; (3) independent monitoring services, focused on early warning indicators and the remaining Safety Margin for critical strategic risks, as well as the search for information that challenges key strategy assumptions, and (4) customized analyses of critical strategic uncertainties, including structured “Red Team” and other competitive analysis techniques.

We also provide speakers for meetings and conferences, focusing on the causes of organizational failure and how to avoid them.

Britten and Coyne have over a half century of global experience in addressing strategic risk governance challenges, as officers and directors of various public and private companies, and as advisors to chairmen, directors, boards, and executive teams.

For more information about us and how we can help your board, you can
download this overview of our firm.

We have just published
the result of our field research into the critical relationship between non-executive chairmen/chairwomen or lead directors and their CEOs, including how they can be misperceived by both parties, how they evolve over time (and can very quickly change), how when they are working well they can paradoxically increase strategic risk, and what can be done to address this board governance challenge. Many of our findings also apply to boards with a combined Chair/CEO and a lead/independent director. We hope you find our whitepaper an thought-provoking read. The summary which appeared in Directors and Boards magazine is available here.

To get to know Neil and Tom a bit better, and to learn more about their work, join them for a short chat in the pub...

Contact us for more information about how we can help your board better govern the strategic risks facing your organization.

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