Governance in Transformation

Governance in Transformation

Insights | 07 May 2018

Good governance is essential for a transformation to be successful. The organisation will be protected from any poor decisions that may be made, alongside alleviating risk. In my view, teamwork is the essence of good governance.

On the other hand, poor governance can have a negative impact on the future of the organisation. There is potential for executives or senior individuals to be exposed to threats of personal liability and their reputation at risk. Poor governance can contribute to spectacular failures.

What are some key elements and essential ingredients of good governance in transformation?

  • Adopt clear measures of expected value and how that value is determined;
  • Ensure clear decision-making roles;
  • Ensure governance looks at ‘actual’ versus ‘expected’ transformation outcomes;
  • Ensure the team has a clear exception protocol;
  • Ensure funding models recognise several types of investment and don’t adopt a ‘one size fits all’ model;
  • Ensure the Governance group has the right operating rhythm with meeting frequency; and
  • Pull the plug on failing initiatives early.

Expecting a complex change initiative to go well using anything less than good governance puts the entire transformation at risk.

Put the same amount of effort into your governance arrangement as you would into the business case to support the transformation of your business.

If you need help preparing your organisation for major transformational change and governance in transformation, please contact us on +65 6818 5771.

About The Author

Ken Sheargold, Chief Executive Officer at PM-Partners group

Ken joined PM-Partners as a Transformation Consultant in February 2016 and will be taking on the role of CEO on May 8th 2017. Ken is responsible for delivering major transformational change where there is complexity, risk, many inter-dependencies and conflicting priorities.

Prior to joining PM-Partners group he held a number of executive appointments in the NSW Government and Telstra Corporation.

His most recent appointment in government was the Executive Director, Premiers Implementation Unit directly responsible for supporting the Premier in the delivery of his key priorities across NSW. Prior to working in the Department of Premier and Cabinet he was the Executive Director of ServiceFirst, the shared services organisation responsible for the provision of shared services to the central agencies of government.

He was the Program Director and commercial lead for the outsourcing of ServiceFirst that successfully executed contracts with Unisys and Infosys in June 2015 with a total contract value of $235 million dollars.

Prior to joining the NSW Government, he held a number of senior appointments in Telstra Corporation. Those appointments included Executive Director Corporate Strategy and Customer Experience and Executive Director Service Advantage.

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