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

Looking outward and inward

Non-profit directors are not usually spies. They do need to gather and analyse ‘intelligence’ however, to inform their governance activities. This includes monitoring the external environment and internal systems, processes and performance. Business intelligence software and dashboards are available commercially. While some non-profits will be able to afford these, most smaller entities will seek free… Continue reading Looking outward and inward

Blockers or Enablers? The 3 lines of defence

Just as strategic mindsets can be framed in polarised pairs like Growth Vs Fixed, or Solution Vs Problem Oriented, risk management mindsets can also be described as Blocking or Enabling (see header illustration). While reducing any complex matter to a simple binary choice can lead to distorted thinking, when considering your risk mindset it is… Continue reading Blockers or Enablers? The 3 lines of defence

Your ‘ruling’ body

The history of leadership continues to be reflected in our language today. The board of directors is still sometimes referred to as the ‘ruling body’. Historically, the one who set the rules brought order to their community. Sometimes that order was imposed by force, and at other times by democratic processes, but either way, the… Continue reading Your ‘ruling’ body

Filters and Factors in Deliberation

Deliberation – where strategic and personal perspectives meet. We directors and executives all like to think that we are rational beings, engaged in objective decision making processes to achieve governance and management goals. All of our best practice models describe linear and logical steps we take (or aspire to) to optimise performance and meet our… Continue reading Filters and Factors in Deliberation

Change resistance and response

Context In my previous post, issues encountered by various of my non-profit clients were identified as catalysts for application of an empathy mapping response, in order to gain greater insight into the underlying causes of resistance to change initiatives. The issues and circumstances were summarised as follows: – a CEO dealing with resistance to cultural… Continue reading Change resistance and response

The shared purpose mirror: Ideal decision and execution triangles

It has been widely recognised that good governance decisions involve identification of the ‘sweet spot’ where cost, risk, and benefit trade-offs can be achieved. A ‘mirror’ set of balancing factors is involved however when management is charged with implementation of those decisions – as illustrated above. Best practice strategy execution requires management to identify the… Continue reading The shared purpose mirror: Ideal decision and execution triangles

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’