Using proprietary methodologies, we help companies to reduce the risk of failure by anticipating strategic threats sooner, assessing them more accurately, and adapting to them in time.

Avoiding failure buys companies the time they often need to implement and adjust their strategies in order to create substantial stakeholder value an uncertain and fast-changing world.

Better strategic risk governance and management is worth a substantial amount to our clients and their investors.

In “
The Mortality of Companies”, Daepp et al found a roughly constant hazard rate of 5.80% per year for the failure of public companies between 1950 and 2009. Over a 20 year period, with constant cash flows and no terminal value, reducing this hazard rate to 4.80% increases the net present value of those cash flows by 6.7%, using a 10% cost of equity - a very non-trivial amount for most companies. If the forecast cash flows grow over time, the economic value of better strategic risk governance and management is even greater.

Britten Coyne provides (1)
education offerings to improve individual and collective organizational capacity for governing and managing strategic uncertainties; (2) design and facilitation of board and management processes that overcome human biases and produce rich discussions about strategic uncertainties ; (3) independent monitoring services, focused on early warning indicators and the remaining Safety Margin for critical strategic uncertainties, 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, to discuss the causes of strategic risk failures and how to avoid them.

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

Feedback from our clients:

“I’ve been involved in many board risk conversations. This was new, different, very practical, and extremely helpful.”

“We’ve had a lot of external speakers at our board meetings who have been rubbish, but you were really excellent.”

“We’re having a board conversation that was impossible before.”


For more information about us and how we can help your board or management team, 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.

See our research page for more about what we think.



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

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