Get the Fundamentals Right
To be the best, what should we be doing?
Getting the fundamentals right.
Now that you are on the board, you know that you want to add value, to make a difference to the organisation. The question is, do you want to make a difference in the way the organisation is managed, or, do you want to make a difference to the long term good the organisation achieves? The board is responsible for the long term health and prosperity of the organisation so in order to achieve this responsibility it needs to ensure that there are some sound fundamentals in place.
Getting the fundamentals right.
Now that you are on the board, you know that you want to add value, to make a difference to the organisation. The question is, do you want to make a difference in the way the organisation is managed, or, do you want to make a difference to the long term good the organisation achieves? The board is responsible for the long term health and prosperity of the organisation so in order to achieve this responsibility it needs to ensure that there are some sound fundamentals in place.
A coherent framework of governance.
Governance is not management - What is governance?
Policy governance.
Directors’ remuneration.
Risk management.
Conflicts of interest.
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The structure and composition of boards.
What is my job as a board member and as chair?
When does the board intervene?
Succession planning.
Ethical issues.
The relationship between the Board and the CEO.
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