The Board’s Role In Complex and Uncertain Environments – Part One
A couple of weeks ago delivered a Master Class Workshop for Not for Profit Organisations as part of the Leadership Victoria Director Dynamics Master Class Series : How do successful boards manage the“unknown unknowns?
As part of that process I re-examined my own thinking on what board’s should be doing generally in this area and decided I should write down my process of thinking through the issues in a format that allows more examination of the issues than the confines of the workshop.
As the start of the process I was drawn to an MIT Sloan Management Review article written by Didier Cossin and fellow futurist Estelle Metayer : How Strategic Is Your Board? (sign up required) as I felt it provided a useful framework to overlay foresight thinking and approaches on to
In particular I was struck by the graphic above they used about the board’s role in the context of various operating environments
Read the rest: FuturistPaul
Rafael asks Paul: does this also speak to the types of qualifications needed to sit on a board in a complex-chaotic circumstance? Does the ontology and epistemology of “oversight” map productively onto the activity of “co-creation”?