Corporate governance

Like 'management', 'corporate governance' is a broad based discipline, a growing body of knowledge: yet many are running companies without regard for formalised corporate governance! The same people would be appalled if you asked them to run the company without 'management'. We help businesses understand the role and importance of adopting best practice in corporate governance in just the same way as they adopt best practice in management. Properly understood and applied, appropriate best practice adopted in the business will provide proportionate improvements in business success.

Corporate governance is as important in all sectors and for all sizes of company - public, private,SME for profit, or not for profit, and for family owned businesses. Societal perceptions of companies and the way they operate expect more and more demonstration of how well the companies are governed, and the ways in which decision making reflects accountability to the business and its stakeholders. 

Much more is now expected of boards: the days of nominal membership are long gone, and modern boards in all companies have to be strategically aware, articulating and validating objectives of the business. They need the right mix of people that will be creative and flexible in understanding the dynamics of the business and its environment. They must set the ethical tone and culture of the business, and ensure management is equipped to perform its role. <

Good governance is not just about having a board; it is at the very heart of how the directors work with the executive management to make the organisation effective and successful. It requires conscious commitment to principles, formally designed, structured and documented. It encourages synergy with management. 

Just as a well managed small business is better equipped for business than a large less well managed company, small and medium sized (SME) companies with proper corporate governance will always punch above their weight and outperform supposedly larger companies; or equivalent companies without the corporate governance frameworks. It is a mistake to think of your company as too small to benefit; small airlines and small planes need the same level of diligence to navigate skies safely. 

In a small company governance can be as limited as making sure it is clear who is doing what, and how the component parts work together. In larger companies this can grow to include a whole range of matters, compliance, risk management, stakeholder management and deeper board and fiduciary expectations. We do not believe in one size fits all; one of the benefits of our focus is the capacity to understand the scale at which we are working and develop appropriate frameworks that enable progressive growth and elaboration.