Cadre conceptuel et méthodologie pour évaluer la santé de la gouvernance


Rajeev Peshawaria, dans forbes.com, présente un excellent cadre conceptuel pour évaluer la santé d’une organisation. Cette approche s’appuie sur un sondage réalisé auprès des employés et qui porte (1) sur les stratégies et les avantages concurentiels, (2) sur la force de la structure organisationnelle et (3) sur la culture organisationnelle. C’est un article vraiment très stimulant et de surcroît facile à lire; la méthodologie est relativement aisée à mettre en oeuvre. On peut imaginer de nombreuses retombées positives de l’analyse des données. Vous trouverez, ci-joint, un court extrait de l’article ainsi qu’un aperçu des résultats d’un sondage. À lire autant par les membres de conseils que par les membres de la direction d’une organisation…                               

The Other Duty of Corporate Governance

« According to BusinessDictionary.com, corporate governance is “The Framework of rules and practices by which a board of directors ensures accountability, fairness, and transparency in a company’s relationship with its all stakeholders.”  OECD.org defines it as the Procedures and processes according to which an organisation is directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among the different participants in the organisation – such as the board, managers, shareholders and other stakeholders – and lays down the rules and procedures for decision-making”
 

Most definitions place significant emphasis on enterprise value preservation, which largely comprises of rules, regulatory compliance, risk management, and other types of watchdog activities.  Clearly, value preservation  is an important duty of the Board of Directors.  In the aftermath of the 2008 global financial crisis and the recession that followed, defending against downsides has become more important than ever before.  However, there is another equally important side to the board’s responsibilities – enterprise value enhancement – that I believe might be slightly under served by boards today.

Consider the following. By some estimates, 65% of a company’s stock price is attributable to intangible value, promises of future economic benefits based on  the quality of leadership and management, the company’s ability to innovate, the depth of talent, employee engagement, etc.  While most boards recognize this duty to ensure that management does all it can to maximize this future value as well as stave off present dangers, in this article, I want to offer a simple but powerful information system that can help boards better fulfill this duty ».

Board of Directors’ Training and Evaluation Alliance Promotes Board Excellence (prweb.com)