Governance and it's principles defined by leading experts
Governance provides a framework of guides and guard rails within which the business grows. The board adds a wide range of perspectives on how to grow a business, and in particular, this business – enabling founders and management to get on with doing it, without the full burden of sole founder responsibility for every decision made.
Conducting a risk review is not about filling in the boxes but identifying the big risks that will have a fundamental impact on your organisation and turning them into a competitive advantage.
Improve your board effectiveness with an annual work plan and 3 key strategies Understanding how to use a board work plan to identify, agree, and deliver on the things that will give the board its greatest leverage over organisational performance.
Strategy is about having a clear focus on the future you are trying to create, being aware of different future possibilities, understanding the current environment, analysing what this means to your organisation, and then choosing what needs to be done based on this analysis, in advance of needing to act
According to directors, the CEO report is the most important document in the board pack and it’s their go-to doc. However, most organisations struggle with it and very few get it right. Watch our recorded webinar and learn the art of creating a CEO report that delights your board.
An annual operating plan is the blueprint for building your organisation in any given year. This guide is aimed at CEOs of small to medium commercial and not-for-profit organisations with a management team (i.e., 3+ managers) that struggles with strategic/operational planning.
We start by looking at what governance is and isn’t. The board as a subset of the owners has a separate and distinct role that needs to be made clear, understood, and adhered to by directors and management alike.
As a group and as individuals the board must be committed to learning. The board needs skills of active and purposeful inquiry. To mould the board into a genuine learning entity takes effort and some planning.
The meeting is where governance actually happens. Too often though, the time is poorly spent. Here we look at how to structure your meeting and your year’s work to ensure that the board is focused in the right places.
A board is physically present less than 1% of the time but with full responsibility 100% of the time. The connection to the CEO is the primary mechanism for ensuring that all is as it should be. Here we look at how.
The engaged board is in constant strategic mode, checking that resources are being used in an optimal way. Also, understanding and reacting to the changing world. Here we look at how that happens.