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Meaningful monitoring
Author(s) -
Moore Jannice
Publication year - 2001
Publication title -
board leadership
Language(s) - English
Resource type - Journals
eISSN - 1542-7862
pISSN - 1061-4249
DOI - 10.1002/bl.38620015302
Subject(s) - corporate governance , variety (cybernetics) , perspective (graphical) , compliance (psychology) , business , accounting , public relations , public administration , political science , computer science , psychology , finance , social psychology , artificial intelligence
One of the most important and most challenging aspects of implementing Policy Governance is monitoring whether and how well the policies are being put into practice. Most boards choose to monitor their policies by means of an internal report written by the CEO that provides evidence of compliance. Here jannice Moore, a full‐time governance consultant who has helped a wide variety of boards in Canada implement Policy Governance and who acts as “governance coach” to many others, gives some advice on how CEOs might improve these internal monitoring reports, highlighting common pitfalls and explaining how they can be avoided. In the next issue of Board Leadership, she will discuss monitoring issues from the board's perspective.