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Ends that make a difference: Boldly creating the future
Author(s) -
Carver John
Publication year - 2005
Publication title -
board leadership
Language(s) - English
Resource type - Journals
eISSN - 1542-7862
pISSN - 1061-4249
DOI - 10.1002/bl.38620058103
Subject(s) - corporate governance , phoenix , set (abstract data type) , simple (philosophy) , focus (optics) , management , political science , law and economics , sociology , computer science , economics , epistemology , history , philosophy , optics , programming language , physics , archaeology , metropolitan area
John Carver urges boards to leap beyond the simple matter of whether this or that is really an ends issue and move on to the real challenge: to set ever higher ends expectations. Boards spend far too much time fussing with the ends concept rather than using it. One of Carver's reasons for constructing the Policy Governance model was to enable boards powerfully and unrelentingly to impel managerial performance. The preliminary requirement for that is to focus on the right things free of the clutter which the ends‐means concept enables. But for boards to demand doable but increasingly extraordinary performance requires that they add the human elements of farsightedness, daring, and leadership. The following is an adaptation of Carver's keynote address to the annual con‐ference of the International Policy Governance Association in Phoenix, June 3, 2005.