Best of Breed

Article excerpt

AS with so many aspects of business life, a deciding factor in the success or failure of governance rests with its people. Good governance, as I see it, boils down to having the right person in the right role at the right time. A softer subset of contributing factors kicks in fast. Does a particular director have specific expertise that could boost the organisation to its next level of success? Or could they, at least, plug a gaping hole in current boardroom competencies? Are they good with figures? Do they have a particularly keen nose for strategic direction? Do they bring a deep understanding of the industry and its complexities? Or are they refreshingly free from sectoral prejudices and inground assumptions?

These and myriad other questions help define the selection of our nation's directors and with it the hopes of our collective economic progress. That's the theory anyway. In practice, as studies have shown and intuition tells us, that's not always the case.

So in this issue of The Director we've taken a look at governance issues from a people perspective. Is it possible, our cover story asks, for directors to drive the corporate conscience from the boardroom, and, if so, what are the organisational benefits? …


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