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The recruitment process for the position on the Board of Directors of the Schenker Storen Group was an exceptionally positive experience for me.
Adrian Keller
CEO of Herzog & de Meuron
Homogeneity on the Board of Directors: An Underestimated Risk.
The figures are well known, but the consequences are ignored. In Switzerland, people know each other. They studied together in St. Gallen or Zurich, were members of the same Rotary Club, and recommended each other for positions. For many companies, the board of directors is not a strategic body; it is a well-maintained network that pays attendance fees.
The result is predictable. People who share the same experiences draw the same conclusions. People who come from the same circles ask the same questions. And people who share the same background simply fail to recognize blind spots as such.
The homogeneity within the industry is particularly striking. Board seats are often filled by former CEOs, CFOs, or industry insiders who know the company well but do not bring a truly outside perspective. This provides a sense of security. However, it does not generate new ideas.
Added to this is the issue of age. An average age of 53 on committees that make decisions about digital transformation, new business models, and succession is not a sign of quality. It is a structural problem.
The true cost of homogeneity rarely shows up on the balance sheet. It manifests itself in missed opportunities, course corrections that come too late, and succession plans that ensure continuity rather than future viability.
There is no renewal on the board of directors because it is inconvenient. It disrupts established structures, challenges entrenched perspectives, and brings people onto the board whom we simply don’t know yet. That is exactly the point.
Board positions are not simply job openings. They are decisions based on trust with long-term implications. Appointing the wrong candidate not only risks weakening the board but also jeopardizes the entire company’s ability to act strategically.
Batterman Consulting brings exactly what is needed to tackle this task: a deep understanding of governance structures, a well-established network within Swiss business circles, and the independence to make difficult recommendations.
We have a deep understanding of the Swiss business landscape, gained through years of experience in executive search. We know which profiles are currently missing from boards of directors, which skills will be in demand tomorrow, and which candidates, while well-known, may not be the best choice moving forward.
Our approach deliberately goes beyond the company’s existing network. We look where traditional recruitment logic ends. The focus is not on a familiar face, but on the right profile.
We have particular expertise in ownership succession and succession planning for top management. Both situations require a board of directors that not only oversees but also actively shapes the company’s direction. We ensure that the right people are at the table during this critical phase.
The result of our work is not just a name on a list of candidates. It is a board of directors that truly moves the company forward.
Batterman Consulting deliberately focuses on SMEs and family-owned businesses. Not because the market for large publicly traded corporations is uninteresting, but because the real need lies with SMEs and because we understand this segment specifically.
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Batterman Consulting Basel AG®
Executive, Expert, and Board of Directors Search
Byfangweg 1a, CH-4051 Basel
T +41 58 680 55 55