Over the last two decades, governance — the work performed by boards of directors – has become a more challenging endeavor than ever before. Overwhelmingly, resources are scarcer, requiring organizations to do more with less.
Scandals in the corporate, public and nonprofit sectors have resulted in increased pressure and scrutiny on boards of directors from regulators and stakeholders alike. In this environment, boards and staff are seeking ways to perform at a higher level by operating in an agile manner. And yet, most of the prescriptive literature on board governance tends more toward the theoretical than the practical. This leaves board members relatively unsupported in their quest to effect lasting change for their organizations, sometimes in environments that can actually discourage innovation.
The purpose of this field guide is to confront these important challenges head-on. The guide focuses on three below key thematic competencies that are common among high-performing boards, and explores the meaning and importance of each.
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