A model of project management maturity can be used to evaluate the current levels of process proficiency within a company. It’s also useful for setting goals and building plans to implement changes.
Most boards start at the lower end of the board’s maturity scale. They know their responsibilities and risks but are reluctant to devote time to governance, believing it distracts them from their primary job of running the company. It is important to make these boards aware that governing is an independent job which requires its own level evaluation of professional development and evaluation, as well training. It is a risky endeavor that requires imagination, determination to take risks in the face of economics and demographic trends, as well as physical changes in the environment.
The next step for a Board is to take the conscious decision to advance the board’s management maturity scale to ‘The Learning Board’. This means removing the traditional emphasis on Accountability as well as Management Supervision towards a focus on Strategic Thinking and Policy Formulation. This is a significant shift in the way boards operate and usually requires some external support to put the new ideas in place. It also involves developing an annual process for publicly sharing internal data on the board’s collective learning and the emotional climate. It is also an opportunity for the Chairman, with the assistance of the Company Secretary should lead the changing of a board’s agenda away from hard business results and toward an agenda that is more focused on the unique challenges facing the company.
https://healthyboardroom.com/is-your-team-ready-to-handle-a-board-crisis/
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