Practices
Gryphon Management Consultants is committed to remaining fully appraised of the current thinking and innovations in our specialist fields. We achieve this through our involvement in ongoing quantitative and qualitative research combined with analyses of the latest trends and developments in the local and international environments.
The practice has completed projects for a wide range of organisational types, including; state-owned enterprises (SOE), council controlled enterprises (CCE), publicly listed companies, sport and other not for profit (NFP) organisations.
Focusing on:
Board Reviews
Executive Reviews
Combined Board and Executive Reviews (The Third Team)
Advisory Boards; Implementation and Development
Director Selection
Strategy Development
Policy Development
Organisational Change
Risk and Compliance Reviews
The Third Team: Linking Boards And Organisational Performance
The third-team model challenges a range of closely held beliefs within governance circles. These beliefs result in the failure of executives to use the board’s intellectual capital as a strategic resource for the benefit of the organisation.
Contrary to popular belief, defining the combined board and executive as the third team does not imply the destruction of organisational hierarchy. In fact, the third team facilitates the continuing existence of hierarchies and structures; it defines how the boundary between board and management is bridged, enabling the board’s intellectual capital to improve organisational performance. And surely that’s what they’re there for?
As long as hierarchy and structure add value to performance, there will be a need for the relational space defined as the third team to span these boundaries.
A board’s ability to influence the performance of the organisation it governs ultimately depends not on one single characteristic but on a complex mix of multiple characteristics and multiple genes. Importantly, the research identified that it is specific genes that produce the characteristics that are important in facilitating the board’s ability to influence organisational performance. This has led to the understanding that it is the board and executive combined as the third team whose behavioural governance influences organisational performance.