My views on governance, they’re embryonic at this stage and always under development. Read it like a dummy’s guide to governance.
On the board what do I do?
A critical friend to the programme executive
We’re there to support the executive and their team but support doesn’t simply mean we nod our heads to everything they say. Support is a double edged sword and sometimes the best support you can give is an open and honest critique.
Guide the organisation to deliver the vision
The vision of the company, organisation or what ever I’m a board member on is a key reference point. the vision declares the desired end game and so as a board member I must always refer to this vision in everything that we are presented with to discuss and debate.
Monitor the strategy
The strategy is the road map to the vision. Without a strategy the vision will never be realised. So it’s important to understand the strategy and think strategically when debating issues and making decisions on the board.
On the board how do I do it?
Business plans
The business plan is the high level summary that describes the way in which the strategy is being delivered. Without a good business plan the strategy cannot be implemented and therefore the vision cannot be achieved. As a board member I don’t own the business plan but I do look to see that it is meeting its objectives. The objectives themselves must stand up to scrutiny of the board in terms of content, timing and relevance.
Influence from internal functions
Companies and organisations might be part of larger groups where by they are a receiver of policy from upon high. Often the local executive can be working to a strict set of guide lines from the parent organisation. As a board member I need to be aware of this fact as often some aspects of the business are simply out of our hands.
Influence from external / government initiatives
I always need to be aware of any legislation or government issues relating to the company or organisation I’m a board member of. Policy adherence is a key aspect of governance.
Does the strategy deliver every word of the vision?
Often you’ll find a strategy when looked at closely doesn’t meet the whole of the vision. therefore the strategy must be flawed in some way. Pay careful attention to the strategy to ensure the company or organisation has a real chance to deliver its vision.
Are we moving quick enough?
It’s easy to get lost in the detail, to think that because everyone is working hard we must be moving along the business plan time line OK. but this is simply not true. Working hard has nothing to do with delivering at the right pace to achieve the goals. Working smart and working hard delivers the goals at the pace required. I also check that the pace the company is running at is sufficient to meet its objectives. working smart and working hard together can deliver a maximum output but it’s no good if that maximum output still fails to deliver. If you see that happening it’s time to challenge the business plan.
Do we look far enough ahead?
You don’t need to see the whole of your journey mapped out in detail but a clear view of the near future in broad terms allows you to keep on top of the overall movement towards the vision whilst not losing site of immediate requirements. so I’m looking for the next year to be planned in detail with the following two to four years mapped out more generically.