The Seven Capacities at the Board Table – Post 5 of 6.
If boards are to become engines of foresight and adaptation, they must embed the Seven Strategic Capacities into their practice. […]
If boards are to become engines of foresight and adaptation, they must embed the Seven Strategic Capacities into their practice. […]
The traditional model of governance assumes that authority solves problems: electing the right directors, appointingor electing the right officers, and
We entrust association boards with guiding organizations through turbulent times, yet we too often send directors into that work unprepared.
Governance is not static. It is a living practice that either expands or constrains an association’s ability to thrive. For
From Routine to Renewal: Why Our Boards Must Evolve Now Governance is the linchpin of association vitality. Yet too often,
“The art of progress is to preserve order amid change and to preserve change amid order.” Alfred North Whitehead Legacy
“If you don’t like change, you’re going to like irrelevance even less.” General Eric Shinseki Membership decline doesn’t usually arrive
“The question is not whether intelligent machines can have any ethics, but whether humans can.” Alan Turing Introduction AI is
“Change before you have to.” — Jack Welch In a world defined by acceleration, the length of executive tenures is
“You cannot discover new oceans unless you have the courage to lose sight of the shore.” André Gide The Executive