Progress

Think big, start small, scale fast

Progress often requires our network participants to think big, start small, and scale fast. This enables them to build confidence and momentum behind new ways of doing things. Networks take time to construct – but they can result in big changes, rather than the interminable stalemates we see in so many areas today.

Explore Tapestry's impact:

Toward effective governance of financial institutions
Together with leaders from The Group of Thirty (G30) and Ernst & Young, Tapestry spoke with chairmen, board directors, and chief executives at 36 of the world’s largest and most complex financial institutions (FIs) to ask about the essential question of function within governance. Candid interviews covered critical areas of board responsibility, the roles of shareholders and management in governance, handling risk at FIs, regulatory interaction, and the importance of culture for long-term success. The discussions yielded a wealth of insight and informed a substantive G30 report featuring a series of principles and recommendations based on the group’s collective wisdom as well as the input from active practitioners from around the globe.      

A new approach to healthcare innovation
European healthcare leaders from the public and private sectors worked together across six pilots of multi-stakeholder, multi-country consultations in drug development from Summer 2010 through Winter 2012. The consultations sought to improve the clarity and alignment among diverse stakeholders on what constitutes a medicine’s value and what evidence best demonstrates that value. The consultations provided valuable feedback to companies’ development programs and offered all participating institutions the opportunity for mutual exchange and learning.

Improving transparency at the SEC
Could open dialogue between an SEC director and audit committee chairs lead to improved communications among all stakeholders? This question was the focus for a remarkable engagement between John White, director of the Division of Corporation Finance (Corp Fin) at the Securities and Exchange Commission, and Tapestry’s Audit Committee Leadership Network in North America (ACLN).

Emerging initiatives
Tapestry is exploring a number of complex issues where a network might lead to real progress. It uses three criteria when selecting these issues. First, is there a group of leaders who believe the problem has become a mess and that more than analysis is necessary? Second, do these leaders recognize that they and their organizations are part of the mess and may have caused it, even if they were trying to make things better? Third, are they determined to go beyond symptoms and quick fixes and build new mental models that will change the dynamics of the underlying systems?