Governance...

Good governance is about making the right decisions, at the right time, by the right people.  Sounds easy, but many firms find that when their governance model is not working well, they have a tough time making decisions, often with too many people at the table. In addition, it is difficult to get others to buy into the firm when a good governance model is not in place.

Several years ago I began focusing on building strong governance models.  I found that that a firm can have a great strategy, but be incapable of implementing the strategy if the governance process is not working.  So, while my practice is focused on strategy, I help organizations improve their governance allowing them to successfully implement their strategy.

To help firms improve their governance I have developed the Good Governance Workshop.  The workshop is typically held with the board of directors.  The key elements of the workshop are:

• Evaluation of the current governance process.  I have developed an assessment that is completed by board members and possibly shareholders in order to understand how the firm compares to the standards of good governance.  The assessment can be tailored to the firm's specific model.

• Telephone interviews with selected board members and shareholders to better understand the challenges facing the firm.
  

• Preparation of a report summarizing the results of the survey and a list of key issues identified and recommendations for improvement.

• Facilitation of a workshop with board members.  The workshop begins with a presentation on what good governance looks like in professional service firms.  Followed by a review of the firm's current governance process - based on the assessment and interviews. Finally, the team defines the vision for their governance process and the required action needed to achieve that vision.

• Documentation of the workshop is provided within two weeks of the retreat.

• Follow up phone calls to discuss implementation progress.

In addition to the workshop, I also can help you address specific governance issues. Some recent engagements include:

• A family-owned design firm is transitioned to a broad-based ownership model with a fully functioning board made up of both internal, non-family members and outside directors.  The engagement included the development of governance guidelines and board training.

• A design firm that had close to 20 owners and most 'sat at the table'.  The engagement involved creating an organizational structure that clearly separated owner roles, management roles and training of the shareholders group on good governance.