Introduction
Eight topics where we will cover the essence of governance from different perspectives, with a view to covering the items on the requested list.
The topics will be presented in outline terms, then using real examples of Board situations, the facilitator will pose questions and the participants will be invited to engage with the facilitator. During the discussion, the facilitator will guide the content to cover the salient points. The facilitator will summarise and participants may note action items for the Board.
The sequence of these eight topics may be moved and the content may be adjusted following discussion with the client directly. The facilitator may adjust the topics during the actual delivery, however will remain mindful of the need to cover the salient points.
Governance Models
There are no perfect governance models. We have to find our own path, one that meets the needs of all stakeholders and one that delivers the desired results. Through this discussion we will cover the issues relating to global, Omani/GCC norms and other models.
(Covers M1.1; M1.2; M1.3; M1.4; M2.1 and M16)
Proper Administration
Not the administration in detail, but how do great Boards ensure we are efficient and effective? How do we form them, what size, which people and what can happen if we do not form it correctly? When should we change the form?
(Covers M6.1; M6.2; M6.4; M7)
Effective and Ineffective Boards
Starting from a positive outlook, discovering some of the dilemmas that Boards face and how some Boards have failed to take appropriate or timely action to improve. How do we ensure we are discovering risks, encouraging transparency, seeing what’s real and then acting to keep it all in check?
(Covers M8; M11; M12)
Excellence in Governance
The purpose of the Board is not to avoid risk or trouble. We should expect conflict, surprises and issues as a result of progressing our agenda. But how do we do that constructively and in a way that delivers for all our stakeholders while not crossing any red lines.
(Covers M2.6; M3; M14)
Structure and Process
How the Board structures itself can lead to great efficiency or otherwise in delivering the agenda. There are legal frameworks which must be followed, but enormous flexibility within those. Are our articles written and then filed forever to gather dust, of do they guide our behaviour, help resolve our issues and lead us to sound policy and process?
(Covers M2.2; M2.3; M2.4; M4; M5; M6.6; M6.7 and M16)
Setting and Deploying Strategy
Some Boards leave setting and monitoring strategy to a function – but it IS our role to set and monitor. How do we do this, without micro-managing. Setting, deploying and inspecting – seeking assurance without crossing into management territory to ensure the organisation delivers.
(Covers M9)
Board Dashboards -Financial & Others
How much information is “enough” for the Board? This is probably the most discussed topic in effective Boards and the answer of course is that “it depends”. What does it depend on, how can the amount of information vary and why?
(Covers M10; M13; M15)
The Leading and Empowering Board
Effective Boards lead the organisation. Staff, down to the entry level are aware of our decisions and expectations. We can hire good people to plan, administer, report to and manage action items for us, but without essential leadership from us, even good people cannot deliver what our stakeholders expect from us.
(Covers M6.3; M6.5; M17)