Gryphon Management Consultants

Last week I had the great pleasure to present at the Governance NZ AGM in Canterbury. The topic was; Behavioural Governance the Future of Board Performance. The presentation covered two key themes; Behavioural Governance, and The Third Team and why they are the future of governance for high-performing organisations. A synopsis of the presentation is this: The third-team model challenges a range of closely held beliefs within governance circles. These beliefs result in the fa

I have assembled a snap review of a number of recent cases involving corporates caught in what can best be described as corrupt behaviour. This is by no means a complete list, just a selection from various papers. The core issue, is not that it happens, it is, that after decades of regulators and governance organisations saying, they can rectify this with more regulation, compliance or courses/training, it continues, unabated. At the nexus of all these cases, is the individua

While working with a new director, I was asked; how do I (we) know if we are doing the right things at our meetings? Rather than answering, I asked the director if he or the board (led by the Chair), asked questions of their own performance? Do you personally reflect on your own contribution? He answered; “no, normally at the end of the meeting everyone has things to do or places to go and so the post meeting discussion we have is limited or non-existent.” With that establish

The structure of organisational leadership is conceived as being two dimensional. That is, there are two teams, the board and an executive, operating independently of one another, yet residing within the same organisation. For clarity, my definition of the term ‘executive’ refers to the CEO and senior functional managers, e.g. chief financial officer, operations manager, marketing manager, etc., who have regular contact, formal or informal, with the board and/or individual di

While reading the profile of a director in a governance magazine, I drew two important and connected conclusions. First, and most importantly, the profiled director was completely over-boarded. The second issue which is related to the first is the number of boards this director sits on, effectively reduces the opportunities for increasing board diversity across all demographics. The profiled director currently holds 11 governance roles. Nine are business/corporate boards (thr

Australia's (proposed) new mandatory reporting regime on privacy regulations will impact foreign organisations/companies who deal directly with consumers, e.g. on-line sales, or process personal info on behalf of Australian organisations. The implications of a breach may be significant. Therefore, the question is: if these regulations apply to your company/organisation, how, or will, your board monitor this new risk element? #Governance #Regulation #Boards #Risk #Directors