Time to reinvent? Or revolutionise? Charting the Future of the NFP Boardroom (for the 21st Century)...
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Transcript of Time to reinvent? Or revolutionise? Charting the Future of the NFP Boardroom (for the 21st Century)...
![Page 1: Time to reinvent? Or revolutionise? Charting the Future of the NFP Boardroom (for the 21st Century) Better Boards Conference 26 July 2015, Brisbane Elizabeth.](https://reader038.fdocuments.in/reader038/viewer/2022110209/56649e525503460f94b47dd1/html5/thumbnails/1.jpg)
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Time to reinvent? Or revolutionise?
Charting the Future of the NFP Boardroom (for the 21st Century)
Better Boards Conference
26 July 2015, Brisbane
Elizabeth Jameson,
Managing Director, Board Matters
www.boardmatters.com.au
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The Thesis?
The ‘command & control’ model of industrial
revolution profit-driven governance is
exhausted Our connected and information-rich world
demands a new model Time to consider a more shared
and distributed governance model?
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Where it all starts
κυβερνάω
[kubernáo]
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Where it starts
The word ‘governance’ is derived from the
Greek verb κυβερνάω [kubernáo]
Meaning:
‘to steer’
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Roll up! Roll up!to the Governance ‘3 Ring Circus’
Legal ‘Members’
CEO & ManagersBoard
Legal Authority
Accountability
Fiduciary Relationship
Contractual Relationship
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The World that gave rise to the model…
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The World that gave rise to the model…
Huge innovation driving hunger for limited
immobile capital
Low levels of education
Low levels of access to knowledge
Distances could not be quickly or easily traversed
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And we ended up with…
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An ‘agency theory’ view of the world
The directors of such [joint-stock] companies, however, being the managers rather of other people’s money than of their own, it cannot well be expected, that they should watch over it with the same anxious vigilance with which the partners in a private copartnery frequently watch over their own.... Negligence and profusion, therefore, must always prevail, more or less, in the management of the affairs of such a company.
Adam Smith,
Wealth of Nations, 1776
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Today – ‘command and control’
Three separate bodies each responsible to hold the
next accountable:
Derived from ‘agency theory’
Assumes persons in control most likely to squander
organisational wealth
Most suited to stable economic environment and for
large corporations with shareholders
Embodied at law – Corporations Act, Associations
Incorporation Act and constitutions
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Contrast that with today’s world
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The World that struggles with the model today…
Huge innovation driving hunger for limited
immobile limitless and very mobile capital
Low High levels of education
Low High levels of access to knowledge
Distances can’t can be quickly and easily
traversed
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The World that struggles with the model today…
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An alternative view of the world
The board as a mediating hierarchy (Blair and Stout,
1999) in a complex distributed and connected world...
…underpinning a board ‘team production theory’ with
the board mediating the hierarchy of interests in the
corporation for better corporate outcomes
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The key isn’t structural, it’s social.
What distinguishes exemplary boards
is that they are robust, effective social
systems.Jeffrey A Sonnenfeld
‘What Makes Great Boards Great’,
Harvard Business Review,
Sept 2002
What doesn’t change?
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What doesn’t need to change?
Most contemporary definitions of
governance incorporate: Accountability to key stakeholders Performance of the organisation Direction and control over the organisation
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‘Board’ Role:
The key role of the board is to ensure corporate
management is continually striving to achieve above-
average performance taking account of risk …
F.G. Hilmer
Strictly Boardroom:
Improving Governance to Enhance
Company Performance, 1998
What might need to change?
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Compliance roles
Performance roles
External roles
I nternal roles
Past and present orientated
Future orientated
Provide accountability
Strategy formulation
Monitoring and supervising
Policy Making
Approve and work with and through the CEO
Compliance roles
Performance roles
External roles
I nternal roles
Past and present orientated
Future orientated
Provide accountability
Strategy formulation
Monitoring and supervising
Policy Making
Approve and work with and through the CEO
Robert I. TrickerInternational Corporate Governance: Text Readings and Cases, Prentice Hall, 1994
What might need to change?
‘Board’ Functions
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What does need to change?
Legal ‘Members’
CEO & ManagersBoard
Legal Authority
Accountability
Fiduciary Relationship
Contractual Relationship
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What does need to change?
Operators
Decision Makers
Stakeholders
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Example: Council & Board
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Council & Board as a ‘shared and distributed’ model?
The upside: Broader stakeholder engagement Greater input to Board strategic decisionsThe downside: Ambiguity about who is ultimately responsible De facto/shadow director risk Cost of larger Council meetings Confusion about role Exclusion of some ‘members’
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2100 – Multiple Boards?
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So what could we do better today?
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Steps towards a more ‘shared and distributed’ model?
Use of more active committees of the board – but proceed with caution!
Use of more short term working parties with diverse membership – not only board members?
More robust delegation of authority for decisions (and hold people to account) – consider who is best for each decision?
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Steps towards a more ‘shared and distributed’ model?
The virtual stakeholder/advisory council – the input without the cost?
Wisdom of Crowds (J.Surowiecki): Ask an expert? Phone a friend? Ask the audience?
Strive for constructive diversity amongst board members – use more rigorous nominations processes?
Understand the (real) role of “members”
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Steps towards a more ‘shared and distributed’ model?
Accept and manage the de facto/shadow director risk (e.g. review insurances)
Break down the mythical divide between governance and management – rely on Management liabilities?
Make the job of governing more dynamic and interesting – surely not?!
Remuneration of board members – the inspiration to ‘take the job seriously’?
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So what could we do better today?
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