Shouldn’t governance be able to predict/prevent corporate failure? Developing a framework for predicting, or preventing, governance or ultimately organisational failure would surely be an auditor’s dream framework. While I cannot claim to be able to do this, I have developed The Governance Framework© that can help to identify areas of strength, weakness and therefore the
The Governor’s Take on Governance – Part 1Before we get into the more in-depth questions – and explore WHY we still see the same corporate failures 25 years after various codes have been in operation – I think it is important to answer questions such as: What do we mean by corporate governance? What is good governance? What is important for effective
Avoiding Unforced Errors in the Boardroom – Part 2In order to reduce unforced errors, boards should take time out to reflect on the items within their control as a board and to execute good governance consistently across those areas. I’ve put together a top 10 of examples of unforced errors in the boardroom. Ten examples of unforced errors in the
Avoiding Unforced Errors in the BoardroomI first heard the term ‘unforced error’ when I was watching my son playing football. A close friend of mine, a former professional player, said that my son hadn’t needed to make a pass that was intercepted by a defender and that it was an unforced error. The concept fascinated me and for then on,
The tgf Governance Code – Part 3This code has 7 Principles as follows: Organisational purpose; Leadership; Integrity; Decision-making, risk and control; Board effectiveness; Diversity; Openness and accountability. All 7 Principles can be related to how an organisation executes their responsibilities. When considering how the board executes their duties, organisations could consider: How far decisions are line with
The tgf Governance Code – Part 2The 4 Principles of the Competency section of the tgf Governance Code are: PRINCIPLE 5 The board should be diverse, balanced and suited to the needs of the organisation in its composition. Board and committee membership should be balanced taking into account knowledge, skills, experience, diversity, size and independence. PRINCIPLE 6 The