Governance Workshop: The Strategic Boarducaqld.com.au/wp-content/uploads/2014/12/20140619... · 8...
Transcript of Governance Workshop: The Strategic Boarducaqld.com.au/wp-content/uploads/2014/12/20140619... · 8...
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Governance Workshop: The Strategic Board
!June 2014
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ObjectivesThe overall objective of this session is to consider the role of a governing body in the strategy process:
Basis of governance body involvement
Key decisions around involvement
Strategy content
Strategy process
Strategic thinking
What other objectives do you have?
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Always remembering…
http://thedoghousediaries.com/5460
“If you want to see God laugh, show him your plans” !
Woody Allen
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What’s working
• • • • • • •
What could improve
• • • • • • •
Suggested changes
• • • • •
Think about how strategy takes place at your organisation. What is working well, and what could we improve? What changes does this suggest?
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Proposed Agenda
Time Session Person/Format
5:30 - 5:35
5:35 - 5:45
5:45 - 6:00
6:00 - 6:20
6:20 - 6:40
6:40 - 7:00
7:00 - 7:15
7:15-7:30
Introduction
Objectives & Goals
The board and strategy
Strategy Content
Strategy Process
Strategic Thinking
Strategy Implementation
Wrap up and questions
Glenn Poole
Plenary
Gavin Nicholson
Plenary
Plenary
Plenary
Plenary
Gavin/Glenn
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Why strategy?
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Strategy: Within board powers
The standard wording in most constitutions is similar to Replaceable Rule s198A, which states:
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The business of a company is to be managed by or under the direction of the directors.
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Strategy: A core board function
At board level, there was little, if any, analysis of the future strategy of the company. Indeed, the company’s strategy was not documented and it is quite apparent to me that a member of the board would have had difficulty identifying any grand design. If the HIH board discussed strategy at all, it was in the context of an annual budget meeting. But budget sessions are generally about numbers, and there is no indication that the board seriously grasped the opportunity to analyse the direction in which the company was heading. !
Owen from HIH Royal Commission
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Strategy: A core board function
Boards are charged with: Setting the goals of the corporation
Appointing the company’s CEO
Overseeing the plans of management for the acquisition and
organisation of financial and human resources
Reviewing, at reasonable levels, the company’s progress towards
these goals
Rogers, J from AWA case
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10Strategy and business planning
Financial management
Risk management
Recruitment & rention (Board/MC)
Fundraising
Evaluation of Board/MC
Legal compliance
Org. monitoring
Policy development
External board/MC communications
Director/Committee member duties
Supervision & support of CEO
Chairing and leading the board/MC
Understanding org. and programs
Working relationships (MC/Board and mgt)
Delegations to mgt and cttees
Working relationships (MC/board members)
Meeting processes
-1.0 -0.3 0.4 1.1 1.8 2.5Source: Governance Development Needs of Funded Nonprofit Organisations (DOC and DSQ funded research)
Strategy & business planning
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Yet, strategy is often the most sought after development area
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Governors and Strategy
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Evolution of Governance
This is a model both through time and for individual organisations
1850 - 1920
1920 - 1980
1980 - Present
EntrepreneurialCapitalism
ManagerialCapitalism
InstitutionalCapitalism
ReputationFounder and
familyFounder/founder
and family
Resources and networking
Professional management
Corporate/ Gov’t ownership
Performance
Board of directorsFunds industry/ general public
Control
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Board Roles
PerformanceConformance
Risk versus Return
Accountability and Monitoring
Developing & implementing the right strategy
“Taking and managing risk is at the heart of ... value creation...”
Cohen & Peacock 1997
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Tricker’s model
Compliance Roles Performance Roles
External Provide Accountability
Strategy Formulation
Internal Monitoring & Supervising
Policy Development
Past and Present Future
Work with and through the CEO
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Strategy
Working with and overseeing the Key Executive‣ Defines who to recruit & keep and what to assess
Risk & Compliance‣ Vast majority of corporate risk is strategic in nature‣ Compliance largely defined by strategic approach
Networking & Communication‣ Strategy will define resources required‣ Strategy defines both target and message of board
communications
Governance‣ Governance systems should reflect strategy‣ Ability to act in crisis depends on strategic insights
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Board orientation
Rubber Stamp
Review
Test
Guide & Trigger
Formulate
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The engaged board
Goal formulation/
boundary setting
Information gathering & networking
Ideas/ options generation
Detailed planning and
feasibility
Assumption testing and
choiceImplement-
ation
Monitoring & Adjustments
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What’s working
• • • • • • •
What could improve
• • • • • • •
Suggested changes
• • • • •
Think about your strategic orientation and engagement (slides 16-17).
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Your strategic options
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A basic “Purpose” test• Do we have capacity?
• Do we have support from those we need?
• Does it advance our purpose?
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Three elements of engagement
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Strategic Content
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Strategic hierarchy
Corporate StrategyParenting Advantage
Competitive Advantage
Functional Advantage
What is the basis for this value?
How do we create value in these areas?
What services or areas should we operate in?
Functional Strategy
H.R. Marketing Operations Finance Etc.
Business Strategy
Business Strategy
© Geoffrey Kiel 2011
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Porter’s five forces
http://commons.wikimedia.org/wiki/File:Elements_of_Industry_Structure.svg#mediaviewer/File:Elements_of_Industry_Structure.svg
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Strategic Audit• Political/Legal • Economic • Social • Technological • Environmental
Threats
Key Issues
• Markets • Customers • Competitors • Suppliers
• Purpose • Vision • Mission • Values • Goals
• Capabilities • Assets • People and management • Systems and processes • Culture
Opportunities
Strengths
Weaknesses
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Blue Ocean Strategy
http://busn3021win.wikispaces.com/3.+How+did+Nintendo+implement+Blue+Ocean+Strategy+into+the+market.
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Balanced Scorecard
http://bluesummitstrategy.com/strategy-mapping/
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Simple questions!
‣What is our purpose?
‣Who uses our outputs?
‣What do they value?
‣What are our results?
‣What is our plan?
!
‣Do I understand it?
‣ Is it appropriate
‣ Is it sustainable?
‣ Is it feasible?
‣ Is there accountability?
Source: Trudeau & Associates Advisers to Boards and Management.
Source: Drucker
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What tools/content do we currently use?
• • • • • • •
Benefits of this tool Disadvantages of this tool
• • • • • • •
• • • • • • •
Ideas for change
• • • • •
Thinking about your strategy content
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Strategy Processes
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The engaged board
Goal formulation/
boundary setting
Information gathering & networking
Ideas/ options generation
Detailed planning and
feasibility
Assumption testing and
choiceImplement-
ation
Monitoring & Adjustments
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Integrated planning cycles
Implement
1. Agree roles and responsibilities
Budget and operational plans
Strategic Intent document
External environment
Strategic options
Preferred option
Review
Plan and measures
AspirationsInternal capabilities
Based on model developed by Kevin Hendry
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What is our current process
• • • • • • •
Benefits of approach Disadvantages of approach
• • • • • • •
• • • • • • •
Ideas for change
• • • • •
Think about your strategy processes
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Strategic Thinking
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Strategy in the Boardroom
Strategy workshops/sessions during the year
Agenda item on each board meeting
Focused strategy reviews at specific times during the year
Injections from external experts
Encourage interactions regularly in a process
Integrated into papers
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What is our current approach?
• • • • • • •
Benefits of approach Disadvantages of approach
• • • • • • •
• • • • • • •
Ideas for change
• • • • •
Think about your strategic thinking
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Implementation: The (often) missing factor
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Drucker on measurement*
!
‣What is our purpose?
‣Who uses our outputs?
‣What do they value?
‣What are our results?
‣What is our plan?
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Control Orientation
Strategic Planning (Narrow delegations)Strategic
Control (Mixed model) Financial
Control (Broad delegations)
High
Low
Control Influence (Importance of meeting
short term budgets)
Planning Influence
(Centralised planning)
Highly centralised
Highly decentralised
HighLow
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MeasurementIntegrated into strategy, systems (e.g. budgeting and HR) and processes
Qualitative, quantitative mix
Measurement and goals drive behaviour (with or without remuneration links)
Lead indicators
Lag indicators
Review of indicators
Relevant benchmarks
Time frames (short, medium, long)
Trends and goals
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What is our current approach?
• • • • • • •
Benefits of approach Disadvantages of approach
• • • • • • •
• • • • • • •
Ideas for change
• • • • •
Think about your measurement
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And so finally…
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Thinking points
What three things can I take back to my board from this evening?
1.
2.
3.