Subscribe via RSS- When reviewing and approving the organisation’s strategic and business plans, is there satisfactory evidence that the board has applied a systematic approach to its evaluation?
- Does the board have a set of unified policies to guide development of the strategic direction?
- Are the board-level strategic processes being routinely defined, assessed and improved and does management have clear expectations about board participation?
- Has the board, with management’s commitment, determined high-level strategically-oriented financial and non-financial KPI’s?
- Does the board with management, periodically review and monitor the strategic direction to determine if it is on or off the strategic path and reallocate resources accordingly?
- Does the board have the right knowledge about the situational analyses to add value to strategic options development and selection?
- Has the right balance been struck between strategy formulations and providing for accountability in board proceedings?
- Has the board challenged the levels of innovation, risk and experimentation to ensure that economic and social value is protected and enhanced for shareholders and stakeholders?
- Is corporate renewal being assured through strategic fostering of core capabilities in existing and new business development?
- Will the board know in advance of failure when to change strategic direction by examining its compatibility in plausible future scenarios?
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Steven Skinner
Managing Director
Directors’ questionnaire
Monday, January 11, 2010
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