Comparación · 11 diferencias materiales
Academy for Chief Executives vs The Alternative Board
Esta comparación fue generada a petición a partir de los registros. No conlleva veredicto editorial y no está indexada. Las comparaciones publicadas se enumeran en la página de comparación.
Lea cada columna para una organización y cada fila para ver la diferencia. Una marca en bronce a la izquierda de una celda indica que las organizaciones difieren en esa fila. Un guion o «no publicado» significa que la organización no divulga ese dato; no equivale a cero.
Verificado September 2026
Asesoramiento entre pares
Verificado September 2026 Academy for Chief Executives
UK chief executives and managing directors of established mid-market companies
Asesoramiento entre pares
The Alternative Board
Owners and leaders of privately held, growth-focused small and mid-sized companies.
Lo que indican los registros
- Role or title: Academy for Chief Executives: Chief Executive or Managing Director, owner or employed leader of the business; The Alternative Board: Business owner or leader of a privately held, growth-focused company.
- Minimum company revenue: Academy for Chief Executives: Minimum £5 million turnover; The Alternative Board: No published minimum company revenue.
- Minimum employees: Academy for Chief Executives: At least 20 employees; The Alternative Board: No published minimum employees.
- Geographic restriction: Academy for Chief Executives: United Kingdom; The Alternative Board: No published geographic restriction.
- Annual dues: Academy for Chief Executives: Not publicly disclosed. The Academy never published membership fees and no reliable third-party figure was found.; The Alternative Board: Pricing is set by each independently owned franchise and is not published centrally..
Lado a lado
| Academy for Chief Executives | The Alternative Board | |
|---|---|---|
| Perfil | ||
| Tipo | Peer advisory | Peer advisory |
| Fundado | Not documented | 1990 (Founded by Allen Fishman, reportedly in St. Louis, Missouri, after his own experience of the value a board of directors provided when his company went public. TAB began franchising in 1996.) |
| Sede | Hedge End, United Kingdom | Westminster, United States |
| Geographic footprint | United Kingdom; the Academy ran regional groups led by franchisee Chairs but never published a public list of locations | Boards in 25 or more countries across the Americas, Europe, Africa, Asia and Australasia, delivered through independently owned franchises |
| Miembros | 400as of January 2015 | Not disclosed as a current headcount. TAB's own FAQ states it has "supported more than 25,000 businesses worldwide", with "members representing over 1,100 industries" who "collectively generate $29.3 billion in gross revenue". Secondary sources report more than 4,600 current members globally; TAB does not publish that figure. |
| Capítulos | 30 | 500 |
| Primary audience | UK chief executives and managing directors of established mid-market companies | Owners and leaders of privately held, growth-focused small and mid-sized companies. |
| Miembro tipo | Vistage's acquisition release described Academy members as "U.K. based business leaders, Chief Executives or Managing Directors, owners or employed leaders of companies with a minimum of £5 million turnover and at least 20 employees". A 2015 trade profile put the member range at £2 million to £200 million turnover, so the threshold appears to have tightened over time. | Members are owners and senior leaders of privately held companies, recruited locally by the franchise owner who facilitates their board; competing businesses are excluded from the same board. TAB states members represent over 1,100 industries and collectively generate US$29.3 billion in gross revenue, and reports an average member tenure of 4.7 years. |
| Qualification | ||
| Función o cargo | Chief Executive or Managing Director, owner or employed leader of the businessPer Vistage's 2018 acquisition release describing Academy membership.verified September 2026 · fuente ↗ | Business owner or leader of a privately held, growth-focused companyTAB publishes no revenue, employee or net-worth threshold.verified September 2026 · fuente ↗ |
| Ingresos mínimos de la empresa | Minimum £5 million turnoverPer Vistage's 2018 acquisition release. A 2015 trade profile described the member range as £2m-£200m turnover, suggesting the published floor rose over time.verified September 2026 · fuente ↗ | No published minimum company revenue |
| Número mínimo de empleados | At least 20 employeesPer Vistage's 2018 acquisition release.verified September 2026 · fuente ↗ | No published minimum employees |
| Restricción geográfica | United Kingdomverified September 2026 · fuente ↗ | No published geographic restriction |
| Invitation required | No | No |
| Sponsor required | No | No |
| Application process | Historically, prospective members were recruited by a regional Academy Chair, who ran the fit assessment and placed the member in a non-conflicting group. No public application portal survives; enquiries now route to Vistage UK. | Prospective members contact a local TAB board through the site's board finder. The local facilitator coach screens and hand-selects members, excluding competitors of existing members, and places them on a board. There is no central admissions process. |
| Selectivity | Not publicly disclosed. The Academy published no acceptance data. | Not publicly disclosed. Secondary reporting describes TAB as effectively invitation-based, with most members joining through referrals from existing members; TAB does not state this on its own pages. |
| Costo | ||
| Cuotas anuales | Not publicly disclosed. The Academy never published membership fees and no reliable third-party figure was found.verified September 2026 | Pricing is set by each independently owned franchise and is not published centrally. |
| Cuotas mensuales | Not publicly disclosed. The organisation no longer trades, so no current fee exists. | Not publicly disclosed. TAB states that membership dues are billed monthly with no binding contract and 30 days' written notice to leave, but terms and amounts are set locally by each franchise owner and no schedule is published.verified September 2026 · fuente ↗ |
| Cuota de inscripción | Not publicly disclosedverified September 2026 | Pricing is set by each independently owned franchise and is not published centrally. |
| Membership term | Not documented | Monthly billing, no binding contract; 30 days' written notice required to leave |
| Estructura | ||
| Meeting frequency | Historically monthly full-day group meetings hosted in rotation by members, plus a roughly two-hour one-to-one mentoring session with the Chair | Monthly board meetings of about four hours (described elsewhere on TAB's site as half-day sessions), plus a monthly one-to-one coaching call |
| Peer forums | Regional groups of non-competing chief executives and managing directors led by a franchisee Academy Chair | Boards of non-competing business owners, given as up to eight members on TAB's peer-advisory page and 8-10 on its membership page, each led by a TAB Certified Facilitator Coach. |
| Confidentiality | Groups were confidential; the organisation's public material stressed that members could raise issues they could not discuss with staff | Boards exclude direct competitors and operate as private advisory groups; TAB does not publish its confidentiality terms. |
| Time commitment | Historically about one full day a month plus a two-hour mentoring session | About four hours a month for the board meeting plus a monthly coaching call, with a commitment to at least 12 meetings a year |
| Organized as | Forum-based, Chapter-based | Forum-based, Event-focused |
| Foros confidenciales entre pares | Yes | Yes |
| Capítulos locales | Yes | Yes |
| Membresía virtual | Not documented | Partial |
| Comunidad en línea | Not documented | Yes |
| Directorio de miembros | Not documented | Yes |
| Eventos | Yes | Partial |
| Programación | ||
| Programación educativa | Yes | Yes |
| Desarrollo del liderazgo | Yes | Yes |
| Retiros | Not documented | Not documented |
| Viajes | No | No |
| Programación familiar | No | No |
| Programación para cónyuges y parejas | No | No |
| Programación para la nueva generación | No | No |
| Debates sobre inversión | Not documented | No |
| Oportunidades de inversión | No | No |
| Componente filantrópico | No | No |
| Énfasis en el networking | Medium | Medium |
| Énfasis social | Low | Low |
Siguiente
Última verificación: aún no revisado
Notificar un error en esta página
Fuentes
Extraído de las fuentes indicadas en cada página: Academy for Chief Executives · The Alternative Board