During a recent project focussed on evaluating board effectiveness, the client’s wish to enhance ‘strategic capability’ was highlighted. As this concept is one with many possible interpretations, it triggered this post, reflecting on: Strategic Capability Organisational capability includes numerous dimensions, one of which is called strategic capability. Strategic capability, in turn, is a collection of… Continue reading Strategic Capability, Flexibility, and Maturity
As non-profit organisations have increasingly moved to use adaptive strategy to address the rapidly changing and complex environment in which they serve their purposes, the question of how these strategic style shifts fit in the governance model arises. A ‘system of controls’ Much governance literature has promoted the view that governance is about establishing and… Continue reading Agile or Adaptive Governance required?
Continuous adjustment of strategy in the light of changing organisational context has been a recurring theme in my last three posts. This post offers something of a footnote to the earlier articles. The header image above provides a slightly different perspective on the ever-shifting point of decision. The time dimension is emphasised here in a… Continue reading Adaptive Strategy
The argument that strategy and risk are two aspects of one governance activity has been highlighted by many pundits over time. In practice however, some non-profit boards still separate strategic planning from development and review of their risk register. My previous two posts (see links below) promoted the concept of continuous monitoring of the external… Continue reading Strategy and Risk: 2 sides of one coin