Governance and control

Governance and control

Leadership gives direction. Governance makes sure that direction lands somewhere. Without clear governance, good leadership depends on individuals, and on chance.

Do you recognise this?

Decisions are taken, but come back to the table later. Nobody knows exactly who had the final word.

Our meetings are full, but decide little. Most agenda items are for information only.

Board and supervisory board get in each other's way, or stand too far apart.

Governance is the way an organisation gives itself direction, corrects its course and accounts for its actions. It covers mandates, meeting structures, planning and control, and the relationship between the executive board, the supervisory board and management. I set up that governance so it fits the organisational form and the work beneath it.

Management and meeting structure

Who decides what, at which level and with what information? We set out decision rights and design a meeting cycle geared to decisions. We test management layers and spans of control against what the work actually requires.

Planning and control

A good planning and control cycle connects direction with execution. It does not call for more reports, but for the right ones. We set up the cycle so that it enables steering and supports learning, rather than accountability as ritual.

Board and supervision

I work with executive boards and supervisory boards on the division of roles, the provision of information and the quality of their interplay. Governance codes provide the framework. The interplay determines whether it works.

Psychodynamic. Governance is about authority and control, and therefore about fear and trust. A governance design that ignores that undercurrent gets bypassed or tied up in rules.

Systemic. Governance must fit the structure. A flat organisation with hierarchical governance simply works as a hierarchy in practice.

Human-AI. AI changes who holds which information and who can decide what. I help you adjust decision rights and responsibilities accordingly.

Plan an exploratory conversation

Mandates match responsibilities. Meetings are set up for decisions. Board, supervision and management know what they may expect of one another.