GOVERNANCE
At the Board/Executive level, focus on the road ahead, the people, systems, practices and resources to achieve desired outcomes, shifting when necessary, moving as one and ensuring accountability.
Big picture thinking
We all have different talents and ways of seeing the world. Some of us more easily relate to “the big picture” or the long view, while others are truly talented at developing the details and “the plan”. Combined, unleashing these talents is about the strategic roadmap for your organization – why you exist and what you want to achieve. Mission, Vision, Values are elements of this work as is the development of a realistic, detailed implementation plan.
Having a skilled independent team to help the Board and Executive management with the development of the strategic framework and related implementation plan typically brings cohesiveness and focus to often disparate views and myriad perspectives in a strategic, objective and timely way in keeping with an organization’s overall mandate.
Transformational change
Transformational change is a significant new direction, a new becoming. It speaks to new and renewed convictions, directions, innovations, new lines of business, new ways of working with others. Day-to-day operations continue as transformation is strategically planned and executed until it is embodied as a new way of working. Most organizations make use of dedicated leaders or teams to develop and test program or product innovations and new ways of doing business. Transformation tends to be higher risk because many changes are accompanied by myriad challenges, escalating costs and resistance both from within and outside the organization.
Successful organizations institute sound governance regimes specific to change management agendas to mitigate risks and ensure timely informed decisions at the Board/Executive level.
Oversight
Oversight is about knowing you are on track with your strategies and goals and achieving the results you want. There are many layers of oversight, some more high level, some more specific, working from the Board level down to those responsible for operations and delivering programs. Developing sound monitoring systems and conducting periodic performance audits can uncover strengths, challenges and capacity development needs, and prevent crises.
Organizations often turn to outside expertise to ensure a sound monitoring system is in place for Board attention and Executive Management. Outside experts are also engaged to undertake performance reviews on various matters for a more robust study of organizational performance or to ensure independence. Results of those reviews form part of the accountability reporting of management to the Board.
Culture change
Organizational “culture” describes the values, beliefs, expectations and behaviours that define an initiative, not for profit or business. Culture shapes how leaders, staff and volunteers interact with each other and with customers, clients and communities. With transformation often comes a culture shift to embrace the new. Managing culture shift is a key element of transformation and engages the whole organization.
Culture shift also embodies ethical behaviour and leading by example. Being on top of organizational culture and culture change as necessary is an integral part of Board/Executive governance. Having access to skilled outside talent to measure and report on organizational culture, including values and ethics and recommendations for improvement are areas of service that may be of interest to Executive Management.