The solid governance structure along with healthy governance behaviors and best practices steer the organization forward smoothly.
For an organization embarking on a business journey to achieve people-centricity and improve organizational effectiveness, it’s good to start at the top, cultivating the governance fluency and leadership maturity. The corporate governance rules and principles need to be established, process and practices should be enforced to improve transparency of the company and performance of the business.
Governance and process: Corporate governance has a direct link to each business and its processes, not only from the financial results, but also from interdisciplinary organizational management. It’s about values, guidance, and principles governing the company's commercial activities. The well-managed governance practices are not just for controlling processes or stifling innovation, it's the business enablers and disciplines to enforce process intelligence.
In reality though, given many organizations don't view governance as a steering wheel as their governance efforts usually devolve into time-consuming, costly, bureaucratic constructs. Get senior management focus and ensure that process owners are at a sufficiently senior level; Integrate governance processes and mechanisms across organizations to improve process effectiveness. And once the governance is in place, improve quality + productivity across concepts to deploy value chains. So business should measure process performance in order to drive improvement for adding multifaceted business value constantly.
Governance and accountability: Due to the complexity and ever-changing business dynamic, organizations have to consciously fight against establishing a culture of no accountability. There should be a governance mechanism embedded in all crucial business processes, including the delegation and assignment of responsibilities for carrying out iterative planning-implementation assignments smoothly.
If senior management focus wanes, governance becomes harder. Governance insight is based on multidimensional thinking, updated information, interdisciplinary knowledge, and contextual understanding to close management gaps, breakdown resource bottlenecks, and accelerate business performance. Accountability goes hand in hand with the delegation of authority or power. If you ensure the individuals have autonomy within their tasks, you will be able to address performance on an equal partnership basis, as well as expedite collective performance in the organizational scope.
Governance and innovation: Governance is to frame innovation management, not stifle creativity, do it with trust and flexibility. The bigger the innovation management program, the longer the time of innovation management, the greater the risk going up exponentially. When there is an innovative idea; the governance mechanisms dictate how that idea is fostered from inception to retirement. Inspire innovation via the effective governance discipline without adding too much complexity.
Innovation is doing something better than it currently is. The governance aspect and innovation don't immediately come together depending on the context in which innovation is used. Often, innovation gets stifled in very large, established organizations in which the management is more interested in protecting their positions and markets rather than innovating. It is critical in adopting an interdisciplinary perspective of governance models, in order to improve innovation performance consistently.
Organizational governance for business changes is a cross-discipline of reorganizing, refocusing, rebalancing resources, and redirecting business to reach the new level of business maturity. Hence, it requires a comprehensive understanding of what is currently being done; not what others are good at. And that's where governance comes in. Governance is a mindset and a set of competencies to improve business effectiveness. The solid governance structure along with healthy governance behaviors and best practices steer the organization forward smoothly.
Governance and process: Corporate governance has a direct link to each business and its processes, not only from the financial results, but also from interdisciplinary organizational management. It’s about values, guidance, and principles governing the company's commercial activities. The well-managed governance practices are not just for controlling processes or stifling innovation, it's the business enablers and disciplines to enforce process intelligence.
In reality though, given many organizations don't view governance as a steering wheel as their governance efforts usually devolve into time-consuming, costly, bureaucratic constructs. Get senior management focus and ensure that process owners are at a sufficiently senior level; Integrate governance processes and mechanisms across organizations to improve process effectiveness. And once the governance is in place, improve quality + productivity across concepts to deploy value chains. So business should measure process performance in order to drive improvement for adding multifaceted business value constantly.
Governance and accountability: Due to the complexity and ever-changing business dynamic, organizations have to consciously fight against establishing a culture of no accountability. There should be a governance mechanism embedded in all crucial business processes, including the delegation and assignment of responsibilities for carrying out iterative planning-implementation assignments smoothly.
If senior management focus wanes, governance becomes harder. Governance insight is based on multidimensional thinking, updated information, interdisciplinary knowledge, and contextual understanding to close management gaps, breakdown resource bottlenecks, and accelerate business performance. Accountability goes hand in hand with the delegation of authority or power. If you ensure the individuals have autonomy within their tasks, you will be able to address performance on an equal partnership basis, as well as expedite collective performance in the organizational scope.
Innovation is doing something better than it currently is. The governance aspect and innovation don't immediately come together depending on the context in which innovation is used. Often, innovation gets stifled in very large, established organizations in which the management is more interested in protecting their positions and markets rather than innovating. It is critical in adopting an interdisciplinary perspective of governance models, in order to improve innovation performance consistently.
Organizational governance for business changes is a cross-discipline of reorganizing, refocusing, rebalancing resources, and redirecting business to reach the new level of business maturity. Hence, it requires a comprehensive understanding of what is currently being done; not what others are good at. And that's where governance comes in. Governance is a mindset and a set of competencies to improve business effectiveness. The solid governance structure along with healthy governance behaviors and best practices steer the organization forward smoothly.
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