It has often been said that when it comes to a company’s management, board members should have “noses in, fingers out”. Then the COVID-19 pandemic. To navigate the challenges of remote workers, disrupted supply chains, increased cybersecurity threats, and the overall greater risks to their companies’ resiliency, boards met or huddled daily or weekly with ears, eyes, and noses in, with fingers out for the most part.

What will be the role of the board in 2021 and beyond? There are changes. Is your company prepared to address growth, risk, reputation, and resiliency in a new way?

Adaptive Knowledge Institute® assists private companies to become more resilient. Our company board advisory services bring a fresh perspective with a goal to optimizing company performance. As an independent consultant, we serve in the company’s best interest.

Our services include:

• Designing board candidate profiles

• Conducting Board evaluations

• Implementing board refreshment processes

• Recommending governance structure and practices for private companies without creating bureaucracies

• Facilitating difficult conversations

• Assisting Boards in adopting better board meeting practices

Featured in Private Company Director’s Magazine, Directors to Watch 2023.

Linda Bluso
Karpinski Engineering Inc., Marous Brothers Construction

Linda L. Bluso, J.D., is CEO and founder of Adaptive Knowledge Institute, a leadership consulting firm. She provides to boards perspectives in leadership development, risk management, corporate and family governance, and succession planning. 

Bluso currently serves as an independent director for Karpinski Engineering Inc., a large multistate engineering firm. She also is a board member of Marous Brothers Construction, a large multistate construction company.

Bluso served as a business and real estate lawyer, representing private and public companies. She cofounded a firm that became one of the largest law firms in Ohio, serving in various leadership roles including the executive committee and as administrative partner. 

She subsequently was the chair of Baldwin Wallace University’s School of Business and taught leadership courses. 

The imperative for planning: “Succession planning and leadership development cannot be overstated. They are key to a company’s future success. It’s delicate and difficult. It’s about putting egos aside. The board must diligently oversee a plan and selection process that explores all possible succession pathways, whether that’s a family member, internal candidate or outside candidate. Independent directors can provide perspectives and play an integral role in the planning process, interviews and selection. Scenario planning, business model analysis and change management are other aspects that should be on a board’s radar.”