Over the last decade the demands on business to comply have increased. The pressure on businesses to evolve as corporate citizens has given rise to several new codes, practices and legislation. An additional problem is that businesses simultaneously become more complex as their roles grows within communities and society.
The role of the corporate governance architect is to break down the concept of corporate citizenship in context of the organization, create the sustainability framework and orchestrate the business processes to internalize governance principles. It is not only about ensuring adherence to compliance, it is also about reducing the cost of compliance.
We help organizations to build the capability to orchestrate the connected, creative and agile landscape
We provide online learning and class room training in order to transfer knowledge to your organization
We provide specialist advise in order to ensure successful adoption of the change
We provide best practices, methods and step by step journeys
We offer a technology platform that enables the management of an ecosystem
You are having sleepless nights because you can not please everybody and issues are arising from all angles. The governance landscape is siloed, fragmented and not integrated. There are many aspects to governing an organization and you do not have a complete overview of where the critical risks are today. Your issue is that the landscape is too complex and not transparent enough. Collaboration around governance is a nice word people use, but in reality it is a challenge to clarify governance roles and responsibilities, work together and hold people accountable beyond the organisation’s sphere of responsibility for their concerted contributions.
Use the matrix thought architecture to map the governance landscape and breakdown the parts into processes and individual actions. Leverage technology to interconnect the pieces and parts, assign responsibility and hold people accountable. Ultimately it is about bringing together these moving parts, that are both independent and co-dependent into a harmonious symphony.
Reliable financial reporting is something that has been worked on for many years and this only matters to shareholders. It is now also a requirement for business to compile an integrated report that addresses the needs of all stakeholders. It is near impossible to have sight of all the issues that are beyond the scope of your direct responsibilities but not beyond the scope of your organization’s influence. Failing to understand and report comprehensively can be detrimental to your organization’s success.
Clarify, structure and map your sustainability strategy, define and cluster the stakeholder groups, map and understand the issues as they pertain to your stakeholders. Engage stakeholders to develop relevant solutions, map collaborative initiatives and drive the successful execution of the sustainability strategy.
Create a single source of truth where everybody is able to contribute, collaborate, document issues, track risks and produce reports on a live platform, allowing the organization to improve its response time. Internalize and report on the issues that not only impact your organization, but society at large. Become a well governed corporate citizen.
We are constantly reminded that we need to collaborate with our stakeholders. Collaborating is more than just communicating. It is working together towards a common goal. Your issue is identifying who your stakeholders are and ensuring that the organization is all inclusive. Beyond that, knowing the complexities of the issues that your stakeholders are facing, giving the stakeholders the ability to make their contribution towards the proposed solutions and developing a coordinated strategy towards the implementation of that solution is very challenging.
Creating a single view of the stakeholder landscape, the initiatives they are all running and mapping the strategies of all stakeholders in one platform will ultimately reduce overlaps and clashing of efforts. Clarifying roles provides an understanding of what stakeholders want, how much you can do to provide it and where the remainder of the contributions will come from. Thus bringing holistic development to society, limiting the scope of controlled risk and bringing harmony through shared roles and responsibilities.
It is inevitable that we will fail somewhere along the line in the governance landscape. The role of the internal and external audit departments is to highlight these weaknesses and to recommend improvements in order for us to sustain our integrity with our stakeholders. Your issue is that the sustainability, risk, compliance, etc, frameworks are divorced from the feedback you receive from internal and external audits. Furthermore, there is a lack of data and analytics that can tell you if things are going in the wrong direction within this governance landscape. As a result you do not get real feedback on how well the governance landscape is designed and you have no way of tracking the initiatives required to close the gaps.
To optimize the design of the governance landscape it is important to get real life feedback on compliance, data trends and audit comments in order to respond and track issues. Do not separate the governance frameworks from the feedback required. Leverage technology to make the link between governance design and execution and to close the gap between requirements and actions.
Compliance is one of the biggest cost drivers in organisations today. Constantly, additional compliance requirements appear that the organisation must cater for. Typically organisations react to these new requirement by adding additional roles and accountabilities. Proliferating compliance requirements therefore lead to constantly increasing costs and frustration in the organisation.
Focus on integrating additional compliance requirements into existing compliance frameworks by using the matrix thought architecture to analyse the elements of these requirements and create modular and reusable process steps and controls in your compliance framework.
It is near impossible to have sight of all issues that are beyond the scope of your responsibility and beyond the scope of your organization’s influence. A lack of engagement with the issues of stakeholders, that you would not normally interact with, could lead to a significant risk for your business. This extends to all stakeholders, including everyone in the value chain within the industry as a whole. Your issue is that the business is not taking stakeholder relationships seriously enough. It is something they believe they need to look at but it is left as a documented strategy that is soon left in the cold. This is strange in the light that the CEO’s main role should be outward rather than inward focused. How then do you create a powerful overview of the issues within the stakeholder landscape?
Be stakeholder centric and map your complete stakeholder landscape create an understanding of what their issues are from their point of view. Juxtapose their views to the desired long term strategies of your organisation. Design the strategies that will achieve mutual success. Making these strategies happen is a challenge. It is important to prioritize where the highest risks or opportunities lie and focus on these. Define initiatives and track them through stages to ensure that they deliver maximum impact.