CHANGE MANAGEMENT FOR THE BOARD

CHANGE MANAGEMENT FOR THE BOARD

Where and how any given institution sits is a clear reflection of the character of the board and that of management. any successful change must squarely sit at these two levels, given that, on aggregate, both statutory and regulatory instruments provide both breadth and depth that boards and management can navigate to deliver services and products to its lifeline – the clients. boards in particular straddle across the engaged-disengaged dichotomy. new writings are on the wall that boards are under greater scrutiny from investors, shareholders and citizens; and that corporations are under pressure from the multiple stakeholders they deal with who are justifiably demanding improvements in operational efficiencies, transparency in corporate dealings and accountability for their actions. every institution needs to take a deep reflection on changes that will define the future which has only two options: corporate survival or mortality. the board must decide which way. what must boards do to revive, redirect, re-orientate, redefine and reconstitute their entity so that it remains relevant in an unforgiving world?