Day 1: Governance as a Mechanism for Strategic Direction

Purpose of Strategic Governance

• Identify decisions requiring higher-level oversight
• Connect governance with value and direction
• Prevent committees becoming additional approval layers
• Diagnose governance gap in strategic decision

Decision Bodies and Roles

• Clarify board, committee, and management responsibilities
• Separate direction from execution and follow-up
• Define sponsor and result-owner accountability
• Build governance-body map for enterprise decision

Decision Rights and Delegation

• Define who recommends approves and reviews
• Set delegation boundaries proportionate to risk
• Prevent escalation created by unclear authority
• Review authority matrix for complex case

Day 2: Translating Strategy into a Performance System

Results Requiring Governance Oversight

• Choose results representing value and risk
• Connect objectives with explicit executive ownership
• Set appropriate detail for governing bodies
• Create result card for strategy committee

Indicators and Oversight Boundaries

• Select measures revealing progress and deviation
• Define thresholds requiring briefing or escalation
• Balance value risk and compliance indicators
• Design a governance indicator set

Performance Ownership and Accountability

• Assign result ownership and data source
• Separate explaining deviation from justifying it
• Record action commitments and closure dates
• Simulate accountability for a stalled result

Day 3: Executive Reporting and Risk-Based Oversight

Executive Report Architecture

• Lead with exceptions and decisions first
• Show trends risks and dependencies
• Reduce measures lacking decision value
• Redesign an overloaded committee report

Oversight by Exposure

• Set review depth by risk exposure
• Direct attention toward critical controls
• Avoid equal scrutiny across every issue
• Build oversight plan for priority portfolio

Independent Assurance Sources

• Distinguish management reporting from assurance activity
• Use audit results without shifting accountability
• Resolve conflicting evidence across oversight sources
• Analyze disagreement over a performance result

Day 4: Committees, Reviews, and Action

Committee Agenda Design

• Connect agenda items to decisions/direction
• Identify pre-meeting reading materials
• Allocate time according to exposure
• Build agenda for a strategy committee

Managing Deliberation and Resolution

• Direct questions toward causes and tradeoffs
• Record material objections and decision rationale
• Prevent reopening decisions without new evidence
• Role-play a committee reviewing performance deviation

Escalation and Closure

• Define escalation channels and levels
• Assign corrective action to accountable owner
• Track open issues through closure
• Design a decision and issue register

Day 5: Governance and Performance Model Project

Diagnosing the Current Structure

• Map current committees decisions and reports
• Expose duplication gaps and delay pathways
• Identify risks created by weak accountability
• Validate the diagnosis with role holders

Designing the Target Model

• Simplify governance bodies by decision type
• Establish decision rights and required reporting
• Link performance thresholds with escalation pathways
• Build a governance operating model

Running Mini-Board Simulation

• Present concise report on strategic issue
• Make decisions using incomplete evidence
• Record resolution accountability and later review
• Approve transition plan for new model

• Governance maps exposing overlap among bodies and authorities
• Report and indicator exercises tied to real decisions
• Committee and accountability simulations under realistic constraints
• Applied governance and performance operating-model project