I’m in the heart of delivering part of a lecture programme on Systems Thinking. Which got me thinking about the Board as part of the greater system of the organisation. And the organisation as a part of greater system of society and the environment.
Below are two highly generalised diagrams. With full acknowledgement that they are dramatically oversimplified, they’re still useful prompts to review the Board agenda.
The first figure represents the ‘conventional’ Board agenda/process.
Each of the issues in the second figure represent real issues of risk – upside and downside – and sustainability (with thanks to Mental Modeler (http://www.mentalmodeler.org/)) . Are there any major gaps in your Board Agenda? What else should be in this agenda? What is the nature of the relationships between these elements that impact on the company delivering on its purpose?