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Corporate Governance Assessment


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Fatiguing waves of change and disruption in the form of new business models, processes, products and services, innovations in information and communications technology (Big Data, AI, Internet of Things, Cyber threats)continually alter the business landscape.

Add significant operational risks stemming from economic, geopolitical, technological, social and environmental risks - interconnected as clearly shown in the 2015 World Economic Forum Global Risks (10th Edition). Add loss of trust due to frequency of disconnects between stated values and actual behaviours of (often prominent role-model) organisations. “Unethical behaviour of top executives, poor ethical leadership, lack of integrity, mismanagement, fraud, corruption, and violating corporate governance codes are the main contributors towards most of these scandals. Most companies approaches to corporate governance are extremely formal, bureaucratic, cosmetic, not holistic, and not authentic and therefore fail to address abovementioned shortcomings”. (Rampersad, H and Hussain, 2014)

And it is clear that a new approach to corporate governance must become the norm. A spiritual governance approach (characterised by higher purpose, meaning, ethics, transcendence, and acceptance of interconnectedness). Spirituality has been identified by Patricia Aburdene as “today’s greatest megatrend” (Aburdene, P. 2007)

Corporations are faced with a choice in the sustainability decision-space. Ignore, Comply, Sustain, Regenerate, or Flourish. Corporations driven by a spiritual approach aimed at flourishing are most likely to succeed. (Whole Foods, Bereket, Patagonia, Green Mountain Coffee, The Body Shop, Buurtzorg, Sounds True, SouthWest Airlines, Zappos, Ben & Jerry’s, Menlo Innovations ....)

A balanced scorecard approach to measure outcomes should also be used to frame aspirations. Organisations who will succeed in future will be founded on solid virtues, humanise their workplaces, develop employee spiritual and ethical maturity, seek to make a public impact beyond customer service and to uplift communities, regenerate the environment, steer investment into sustainability and job creation projects, contribute to multiple bottom lines. Thus enhancing their value-creation potential, reputation, risk navigation prowess and attractiveness to customers, potential employees, marketplaces, suppliers ……… (Williams, G et al. 2015)

Meeting the corporate governance challenge means taking account of different levels of accountability throughout the enterprise; coping with different dimensions of time, depth and scope; ensuring harmonious and collaborative practices, tools, techniques that mesh with one another. These thoughts are expanded in our brochure outlining a conversational process that works. (Williams, G et al 2017)

Our brochure sets out a way to monitor your efforts to Sustain, Inspire and Produce by involving all stakeholders through strong internal and external conversation, reflective practices, being alert to strategic “snapping twigs”, deftly navigating liminal spaces - touchpoints within and between organisations and all of their stakeholders. One may think in terms of the liminal spaces that occur around imagined boundaries. Here is where the conflict happens but it is also the space where innovation, change and learning occurs.

Rampersad, Hubert & Hussain, Saleh Authentic Governance: aligning personal governance with corporate governance Springer International Publishing Institute and Authentic Governance institute 2014

Aburdene, Patrical Megatrends 2010: the rise of conscious capitalism Newburyport, MA; Hampton Roads 2007

Williams, Graham; Fox, Peter & Haarhoff, Dorian The Virtuosa Organisation; the importance of virtues for successful business Knowledge Resources 2015

Williams, Graham, Banhegyi, Steve and Chalmers, Carolynn Corporate Governance Assessment Surveys 2017

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