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Enterprise Care's commentary on topical governance matters.

The Strategic Thinking Director

October 2018 

Has anyone come across a strategic thinker recently?

Usually you would know as it seems that description of someone is quite rare.

So why is this so?

Maybe it is best to start with the question as to what is meant by the word "strategic"?

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Are Boards Now Only Ceremonial?

September 2018 

The management guru Peter Drucker in 1976 - over 40 years ago - wrote:

“Whenever an institution malfunctions as consistently as boards of directors have in nearly every major fiasco of the last forty or fifty years, it is futile to blame men(sic). It is the institution that malfunctions.”

Would anyone disagree with this as an assessment of boards today?

And if no one disagrees, then why are boards continuing in existence? 

There must be a reason.

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Culture - The Go-To Influencer On Company Behaviours

August 2018 

It appears there exists many reasons for why companies are struggling with their governance practices.

The broad consensus, when faced with often-substantive ineffectiveness of governance in dynamic and complex organisations, is a call for boards to adopt a more robust approach in their governance practices.

To some it may appear that this challenge has emerged somewhat suddenly. However, arguably, the meaningful change began prior to the Global Financial Crisis (GFC) and has become a more common occurrence. These failures re-enforce the view that management and directors are overly-dependent on outmoded or ineffectual governance practices. 

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The Pay Equity Challenge

December 2017 

Enough Benefits for all to Share

In the BOSS November 2017 edition it was reported that “McKinsey estimates a potential uplift to the global economy of $US12 trillion in 2025 if the gender gap was narrowed.”

If that wasn’t attention grabbing enough, the article “Only Small Chinks in the Glass Ceiling” included the compelling comment “There’s been a succession of evidence measuring the positive correlation between gender diversity, financial returns, sales growth and profitability.”

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The Goldilocks Dilemma

October 2017 

Is the impact of the Board on your organisation understood?

More frequently Enterprise Care is engaging with Boards, CEOs, and senior staff in the exploration of this core aspect of the relationship of Boards and the organisation.

Maybe the challenge can be expressed as whether the Board is functioning as the directors would like to think it is; or maybe as others would like it to function.

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Culture - A Spinning Wheel Going Forward or Remaining Stationary

August 2017 

What has become of some Australian sport sector organisations and their governance practices?

Earlier this year the peoples’ AOC generated extraordinary public interest in some extraordinary internal machinations. One issue appeared to stand far above all others. That issue concerned the apparent lack of proper adherence by those in positions of power to good governance principles and practices. Paradoxically, this issue surfaces with people involved who, it is reasonable to consider, know better and importantly can perform better in their respective roles.

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Why Outperforming Your Competition Matters

May 2017 

Competition - Our common enemy

Every organisation now faces ever increasing competition in its marketplace.  No organisation is immune from the hustle and bustle and buffeting of the marketplace.

If this is considered common, then surely a compelling governance question that needs to be asked by today's leaders is very simple - "Is our organisation a good competitor; or a great competitor?"

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You Call That a "Board Report"?

April 2017 

Have you ever been guilty of looking at a Board report and thinking it doesn’t do justice to the label?

Too often of course it is not just one or the odd Board report that wears an ill‐fitting description. Is it time for your Board to revisit its accepted Board reporting standards and ask the tough question of what the Board considers is important for any of the reports it receives?

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Organisation's Source of Vitality

February 2017

Goals of 2017

Boards of Directors and organisational leaders have an opportunity at the start of each new year to identify important goals to be achieved in 2017.
Given the nature of environmental forces now operating, then the one stand out goal surely is for Directors and leaders to position themselves to ensure they have a direct line of sight into the organisation’s Source of Vitality.

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Gutless Leadership

December 2016

"I called the Wells Fargo ethics line and was fired"

Bill Bado, a former Wells Fargo banker in Pennsylvania, reportedly not only refused orders to open phony bank and credit accounts but also called the Wells Fargo ethics hotline. It was also reported that he sent an email to human resources in September 2013, flagging unethical sales activities that he had been instructed to do.

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Present but Unaccounted For

August 2016

Are your employees ‘Present and Unaccounted For’ and what damage is that doing to your organisation?

Many recent studies of employee engagement and hence disengagement, starkly reveal the enormous cost to a business of having most of your employees ‘being present and unaccounted for’. Surveys also disclose that there are a reasonably significant number of employees who actively attempt to undermine the organisation.

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A Director's Personal Liability

June 2016

A director may personally become liable for breaches of the law by the company.

Being a director of the company at the time the company breached the law in question may mean that director is vicariously liable for what happens.

Ity is important as a director to be reminded of the various instances where as a director you may be personally liable if the company breaches certain laws.

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A Bias Toward the Illusion of Reality

October 2015 

One of the greatest challenges we all face is to look past what seems to be presented to us.

People prefer to jump to a conclusion and feel confident it is right and proper.

But the question becomes more of how much we actually know and how much we actually don’t know in a particular situation. 

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Accountability - the governance 'orphan'

February 2014 

When was the last time you had an ‘aha’ moment?

My recent ‘aha’ moment was after my ‘down-tools’ for the holidays and relaxing over the Christmas break.

Over the last few years I have continually struggled with thoughts of what is the practical impact of governance in organisations and society.

Of course, it is not as simple as that question may at first seem.  It had, for me, become a persistent, as well as a multi-faceted problem, that appeared immune from effective resolution. Certainly, no single effort has so far appeared reasonably effective.

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 'Re-setting' your Board

November 2013

This is the season of possible changes in your Board composition.

The challenge for many is how best to determine the group of Directors that ought to be on your organisation’s Board.

Often, however, by the time everyone has focussed on the task at hand, the AGM has had to be scheduled and the meeting itself conducted.

Well, there is always next year!

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Board Intelligence® INsight

September 2013

When identifying the Board's value drivers of an organisation's sustainable growth, it is hard to go past the contribution that Board Intelligence® makes.

Board Intelligence® INsight

For many years now, I have maintained a focus on Intelligence.  Its importance is under-recognised and hence under-rated both from the perspective of both Governance and the Board.

Our recognition of the importance of Governance Intelligence® and of Board Intelligence® is indispensable in the efficient and effective functioning of a robust organisation in a complex and chaotic operating environment.

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Governance Intelligence® Achieving Integrated Visibility

August 2013 

Governance for 21st century organisations requires an integrated visibility across all activities of an organisation based on a common platform for Boards, senior executives, staff and stakeholders.

The gulf of growing expectations and diminishing executions

Natural forces seem ever present within organisations to ensure that various functions and internal activities will commence their lives as ‘orphans’, or drift apart over time, or experience ongoing tenuous connections with other areas or parts of the organisation.

Today, an organisation’s activities and people need to be ‘drawing together’. There is a need to forge a co-ordinated approach in all of an organisation’s functions so real synergies can be generated, and effective outputs and outcomes delivered, through the strengthening of ‘achieving together’.

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