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Organisational Governance
 Governance 04-03
Corporate good governance, transparency, Sarbanes-Oxley, CLERP9, BASEL II, a rash of Risk Management activity, certifications, accreditations and audits, several directors in jail, and shareholders screaming for blood yes just another day in the life of a corporation under the spotlight.
In the words of Nell Minow, founder and editor of The Corporate Library,
"boards of directors are like subatomic particles - they behave differently when they are observed."
And this new interest in and focus on the executive team can be uncomfortable.
But good governance is more than just making sure you dont get caught out, its about running a tight ship and its about being better than the competition.
Information flow
Companies need to cost-effectively and confidently complete the endless stream of projects that are at the core of any business operation.
This means that instructions on what to do must be clearly communicated, people need to collaborate to get the job done, and progress must be accurately and reliably reported.
But who has got time for good governance when you are so busy just getting through the working day?
So how do you improve the performance of your workforce?
How do you get them to consistently do the right thing?
To use and improve company best practice, to report status accurately, to identify and manage issues and risks, and to spend more time doing their real job.
Technology solutions like TeamFrame make governance far less of a burden than you are experiencing today and it is used anywhere from capturing what really happened in detail, to ensuring the executive team remembers to carry out their assigned tasks.
TeamFrame links all activity stakeholders and participants - even across organisations - to the schedules and underlying knowledge they need to assign, complete and report on work.
Ask yourself these questions..
Do you know what your last 10 projects cost you? Were they a big success?
Did you learn any lessons that you can and did apply to your current and future projects?
How are the projects you are responsible for tracking?
Are you across the major issues?
Are project risks clearly identified, reported and managed?
Are your operational best-practice processes implemented in real-life?
(e.g. sales, organisational change, marketing, account management, software development, IT infrastructure rollout, office relocation or fit-outs, etc.)
Can you easily involve project stakeholders, and give them clear and easy access to the data they are interested in?
Can they easily contribute to the success of your projects?
This selection of papers looks at the pressures that small and large companies are under to become more transparent, become and stay compliant, implement and execute best practice, and to carry out all those business management activities we know we should, but find hard (and expensive) to do.
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