What difference does a board make?

Caroline Oliver, international governance consultant who specialises in the application of John Carver’s Policy Governance approach, has published her latest short article titled ‘What Difference Does a Board Make?’

According to Caroline, “Almost every board member I have ever met wants to know – what difference are we making? Sitting around a board table far from the everyday action, it is hard to know. And, the more frantic the pace of action on the ground, the harder it is for a board to feel that it is doing more than following along in their employees’ wake trying to make useful suggestions and ask relevant questions.”

“When board members wonder about the difference they are making” says Caroline, “they tend to think in terms of organisational performance. That is they tend to think that if they are doing a good job the result will be seen in terms of organisational performance. Frankly, I am not so sure………..boards do make a difference but that difference does not necessarily show up at any given moment as organisational performance.”

Do you agree with Caroline’s assertion?

Read her full article at www.goodtogovern.com

3 Responses to What difference does a board make?

  1. Richard Gudoi Gid'Agui says:

    Hi Carolyne, thank you for following John Carver governance policy studies to which i’m also his admirer.

    Have a blessed day.
    Richard

  2. Richard Gudoi Gid'Agui says:

    I do agree with her. Performance can only be harnessed via god policies that can also be due the competencies attributed to a CEO.

    Cheers.
    Richard Gudoi Gid’Agui

  3. Richard Gudoi Gid'Agui says:

    It is also true that performance contracts yield good measurable roles and tasks for the boards to even self evaluate among themselves. Board should carry out performance evaluation under what I can call performance improvement Teams -PITs or Performance improvement programs-PIMs. By so doing they show that they are mindful of the investors objectives and also take care of other stakeholders. The CEOs should be evaluated along with the board committees. They should be able to communicate these results to the public if they are to carry any weight at all. Because of late the challenges the board committees face is performance. other things can follow after that we can see through the board and the CEO relationships being strong as agents and probably avoiding much conflicts of interests. Therefore the performance process encourages strong relationships with all stakeholders.
    rgudoi@yahoo.com

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