We often learn in the news about corporations that fail and others that become widely successful. The business world normally focuses on the role of the CEO, but it is the corporate board of directors that often plays a critical role in the performance of an organization. Devin Jopp, author of the book, “Boardcraft: Building
Over the years, I’ve had the opportunity to work with many corporate boards of all varieties and flavors. And while we read much about the role of the CEO in an organization, surprisingly little is out there about what makes a great board chair (when they are different than the CEO). I went out and
Over the years, as I met with many nonprofit leaders (and for-profit ones too), I’m often struck by the measurement programs that they have developed for their strategies. Often, I will find them to have very robust “output” models, or measurements of processes. For example, how many widgets did we sell, event attendees, revenue generated.
We’ve all been in that position where we gradually come to the realization that the current organizational strategy is either no longer “driving” your organization’s actions or has become irrelevant. The “irrelevancy” happens both for external or internal reasons. For example, external factors can include market shifts and changes in customer needs or expectations. Internal
Have you ever seen an image of an iceberg? There are really two parts of it, the visible piece above the surface and then there is the largest component, which actually occurs under the surface of the water (by a significant margin). What do icebergs and Boards of Directors have to do with each other?