“Just Enough Process” - (Re)Designing Governance To Create Space, Time And Capability To Grow

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the ceo magazine, governance,
James Bowen & Brian MacNeice, Managing Directors, Kotinos Partners & Authors, Powerhouse – Insider Accounts into the World’s Greatest High Performance Organizations

By governance we mean the model by which an institution is run. Thinking about governance is the “stuff” of management and one of the tasks to which leaders look forward the least. In a high-performance context, however, governance is where the rubber hits the road.

Should CEO and Director Be Separate Roles?

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the ceo magazine, governance,
Peter Browning and William Sparks

Is it better to separate the role of chairman from that of CEO? Does the separation really enhance board governance and effectiveness?

The answer to these questions may lie in a lack of understanding of how boards function. Do some Chairman/CEOs or CEOs try to control and manage their boards and refuse to share important information? The short answer is “yes,” but there are exceptions to consider. However, whether the CEO is chairman of the board or not, today boards are much more involved and engaged in the board’s agenda, committee functions, and operations, and in assuring that the board’s responsibilities and fiduciary duties are satisfactorily fulfilled.

Sacred Cows Make the Best Burgers

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the ceo magazine, business management,

No one seems to agree about the origin of the term “sacred cow.” Before it emerged as an idiom in America in the last 19th century, some believe the term simply described the elevated place of cows in Hinduism. Or, the term could have originated with the legendary hero, Prithu, who assumed the form of a cow in order to encourage his subjects to raise more vegetables.

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