Board: Checklist


  • Who is responsible for ensuring that the board is effective and composed of directors that individually and collectively are competent?
  • Does the board evaluate its own effectiveness at least once a year?
  • What does the board do to benchmark itself against other boards.
  • Is the nature of the board and how it conducts its operations appropriate to the situation and circumstances of the company?
  • Is the board aware of its accountabilities to various stakeholders?
  • Does the board fully understand the requirements of the various stakeholders in the company?
  • Have the cross-functional and inter-organizational processes that deliver these requirements been identified?
  • Are the individual members of the board aware of their legal duties and responsibilities as directors?
  • Has the board identified a distinctive purpose for the company, and agreed and shared a compelling vision?
  • Has the board agreed and shared clear goals and values, established measurable objectives and put a performance management teamwork in place?
  • Have the ‘vital few’ actions that must be done been identified, and roles and responsibilities relating to their achievement been allocated?
  • Does the board pay sufficient attention to the implementation of objectives and policies?
  • Are the enablers, critical success factors and resource requirements for implementation in place?
  • Are the people of the organization motivated, empowered and equipped with the necessary skills to make it happen?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Advertisements

Transformation Checklist


  • Does your company have a vision of a flatter and more flexible form of organization?
  • Is there a corporate-wide transformation program in place to  bring it about?
  • Does it address winning business and the creation of value, ‘know-how,’ opportunities and new ventures?
  • Does the program embrace facilitating skills, enabling processes and supporting technology?
  • Is it designed to influence attitudes by changing behavior?
  • How disruptive will it be of short-term customer relationship?
  • What will be done to retain the commitment of those who may be disadvantaged at a particular stage in the change process?
  • How committed is top management to achieving the transformation?
  • How this commitment been communicated?
  • Do the managers of the organization, and particularly the senior managers, behave as role models?
  • Have all the requirements for a successful transformation been identified?
  • What ‘building blocks’ or ‘pieces of the jigsaw puzzle’ might be missing?
  • In particular, are the necessary enablers in place, and have skill requirements been addressed?
  • Is it clear to the people of the organization that the program has been thought through?
  • Is the reward system compatible with the changes that are being sought?
  • Have likely obstacles and barriers been identified, and are programs in place to deal with them?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Leadership for Corporate Transformation


So how are boards performing as enablers and facilitators of corporate change? Many of them are most systematically assembling the building blocks. The board establishes the vision and wrings its hands as the gap between aspiration and achievement grows wider. The role of the board is the formulation and implementation of strategy. It puts its backs into the former, but when it comes to implementation it hands it over to management and hopes for the best.

 Top management commitment continues to be a major barrier to change. It is essential in view of the complex nature of the change task in many organizations, and the number of individuals and groups that must be involved.

 The widespread perception of a lack of commitment in the boardroom is understandable. How can they believe they are committed when they have not put in place all the actions that are necessary to make it happen?

 Many boards are abdicating their responsibility for leading the process of corporate transformation. Determining vision, mission and strategy appears to be perceived as ‘direction’ rather than as an aspect of ‘leadership’; while the term ‘leadership’ is applied to the ‘management’ process of motivating people to understand and achieve vision, mission and strategy, once these have been defined by the board.

 ‘Leadership’ appears to be seen by the chairmen of many boards as a management responsibility rather than a boardroom competence. It is not surprising that many management teams perceive a lack of commitment on the part of the boards of their companies.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight