Governance is to ensure effective business management, orchestrate change, do it with trust and flexibility.
It's impossible to change rightly or have a good governance model without having a holistic view, an outside-in perspective and a collaborative approach.
Holistic Governance: Governance is about guidance, values, and principles governing the company's commercial activities for achieving high-performance results. Enterprise becomes more complex than ever, the time has come to rethink traditional approaches to governance. Governance is neither linear nor single dimensional nowadays and it should be looked at more holistically in an enterprise because organizations become more hyper-connected and interdependent.
Holistic governance discipline enhances corporate principles and rules that need to be followed to improve the functioning and transparency of the company, its business strategy, processes and management performance in a structural way. It has a broader discipline than auditing, legal & compliance. Often risk and opportunity co-exist. When governance is seen as a constraint only, it perhaps stifles transformative changes; effective governance frames changes and enables innovation.
Outside-in governance: Organizations across vertical sectors are shifted from inside out mechanical to outside in, people-centric. They are dynamic, complex and unpredictable systems that would perhaps be disturbed by nonlinear events. We can't and won't be able to predict or manage every turn or twist of the business, every business is different with its own set of issues, problems, and concerns regarding its strategic and inherent risks. Oftentimes, you have to listen to the system data from the outside in to identify root causes to negative complexity (entropy) with the objective of driving simplicity.
Consideration of your current governance maturity - where you are today and how far/fast you might change things, coupled with a good definition of roles/responsibilities wrapped around governance processes. An outside-governance is a set of processes with a mixed flavors of event driven and goal driven to manage dynamic business processes to build an outside-in people centric organization. Governance can be used to drive business change and business value the most, as there's less of a requirement to focus exclusively on regulatory and audit findings. It’s a multifunctional system to steer the business in the right direction at a steadfast pace.
People-centric governance: We can't and won't be able to predict or manage every turn or twist of the business, as every business is at the different stage of the business development cycle with its own set of issues, problems, and concerns regarding its strategic and inherent risks. Governance is about doing the right things, and cannot be completely automated, it is a fundamentally human activity. Corporate governance indicates a relationship with the Board, shareholders, management and the stakeholders, and it is a facilitation system to enhance communication and harness collaboration. If all these parties would perform to the vision and mission of the organization, it would improve business effectiveness and accelerate performance.
Without people, governance is only the mechanism to limit business potential. Effective governance can amplify or ameliorate the effects of management practices and shape flexible business structures and functions to improve business agility. Corporate governance discipline can fulfill its purpose as a high-level strategy enabler by providing a structured communication bridge between shareholders/investors and top business leadership; strengthening connections between business units, searching for meaningful business relationships, monitoring and observing links and feedback systems to achieve business purposes and bring up high performance business results..
Governance is to ensure effective business management, orchestrate change, do it with trust and flexibility. Organizations should identify patterns for good governance and influence high performance culture with characteristics such as engagement, motivation, and innovation as these are vital aspects of top-performing enterprises in our modern economy.
Holistic Governance: Governance is about guidance, values, and principles governing the company's commercial activities for achieving high-performance results. Enterprise becomes more complex than ever, the time has come to rethink traditional approaches to governance. Governance is neither linear nor single dimensional nowadays and it should be looked at more holistically in an enterprise because organizations become more hyper-connected and interdependent.
Holistic governance discipline enhances corporate principles and rules that need to be followed to improve the functioning and transparency of the company, its business strategy, processes and management performance in a structural way. It has a broader discipline than auditing, legal & compliance. Often risk and opportunity co-exist. When governance is seen as a constraint only, it perhaps stifles transformative changes; effective governance frames changes and enables innovation.
Outside-in governance: Organizations across vertical sectors are shifted from inside out mechanical to outside in, people-centric. They are dynamic, complex and unpredictable systems that would perhaps be disturbed by nonlinear events. We can't and won't be able to predict or manage every turn or twist of the business, every business is different with its own set of issues, problems, and concerns regarding its strategic and inherent risks. Oftentimes, you have to listen to the system data from the outside in to identify root causes to negative complexity (entropy) with the objective of driving simplicity.
Consideration of your current governance maturity - where you are today and how far/fast you might change things, coupled with a good definition of roles/responsibilities wrapped around governance processes. An outside-governance is a set of processes with a mixed flavors of event driven and goal driven to manage dynamic business processes to build an outside-in people centric organization. Governance can be used to drive business change and business value the most, as there's less of a requirement to focus exclusively on regulatory and audit findings. It’s a multifunctional system to steer the business in the right direction at a steadfast pace.
People-centric governance: We can't and won't be able to predict or manage every turn or twist of the business, as every business is at the different stage of the business development cycle with its own set of issues, problems, and concerns regarding its strategic and inherent risks. Governance is about doing the right things, and cannot be completely automated, it is a fundamentally human activity. Corporate governance indicates a relationship with the Board, shareholders, management and the stakeholders, and it is a facilitation system to enhance communication and harness collaboration. If all these parties would perform to the vision and mission of the organization, it would improve business effectiveness and accelerate performance.
Without people, governance is only the mechanism to limit business potential. Effective governance can amplify or ameliorate the effects of management practices and shape flexible business structures and functions to improve business agility. Corporate governance discipline can fulfill its purpose as a high-level strategy enabler by providing a structured communication bridge between shareholders/investors and top business leadership; strengthening connections between business units, searching for meaningful business relationships, monitoring and observing links and feedback systems to achieve business purposes and bring up high performance business results..
Governance is to ensure effective business management, orchestrate change, do it with trust and flexibility. Organizations should identify patterns for good governance and influence high performance culture with characteristics such as engagement, motivation, and innovation as these are vital aspects of top-performing enterprises in our modern economy.
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