The Value Adding Board sheds light on how to strengthen the interaction in the Board and between the Board and Management to create more value. Based on practical executive and board experience, the author reflects on this interactivity and combines concepts with case stories and provoking quotes in search of answers to the questions many Boards of Directors wrestle with such as these: How do we perform as a team to guide, inspire, and energize management?How do we build trustful, creative cooperation while exercising rigorous control?How do we contribute better to the development and execution of strategy?How do we monitor operations in a simple action driven way?How do we detect signs of decline in mindset and culture?How do we get more effective with our household tasks?How do we define and evaluate board member qualities?How does the individual member decide on his/her mix of board assignments? The formal governance guidelines do not provide answers to these questions. Neither do the numerous management books; they are predominantly based on the classic American model of a unitary Chairman & CEO and a relatively passive board. There is a need for inspiration to harvest the power of engaged interactivity. The book is written for current and future board members who are open minded and eager to develop their teams and themselves, and who do not already know everything worth knowing.