The Incident ‘Post Mortem’: Facts, Causes and Factors

Most non-profit boards rightly focus their risk governance on identifying and assessing risks before developing a set of escalating controls to prevent an adverse event. They then consider how their organisation should respond should the hazardous event actually occur, and how those measures can best mitigate the damage that arises. Some also consider their incident… Continue reading The Incident ‘Post Mortem’: Facts, Causes and Factors

Adaptive Strategy

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

Continuous Reflective Governance

I’d like to amplify some points made in my previous post, which argued that directors need to continuously monitor their internal and external circumstances. The header image above illustrates the point that reflective governance requires ongoing monitoring and evaluation to determine new and emerging priorities (the EDM Governance Model), and that the data being analysed… Continue reading Continuous Reflective Governance

Sledgehammer or scalpel? Governance capability development

(Part 3 – ‘Duty of Care, Skill and Diligence’ series) “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” Abraham Maslow While it may seem obvious that non-profit directors require a set of skills to perform their duties, elections or appointments… Continue reading Sledgehammer or scalpel? Governance capability development

Governance ‘lines of sight’

To avoid oversights, directors need to ensure effective oversight. How ironic is it that a key governance term can have opposite meanings depending on the context in which it is used? ‘Oversight‘ is one of the roles of board directors, meaning they oversee (monitor) the implementation of the strategy they developed, along with the organisation’s… Continue reading Governance ‘lines of sight’