The reorganization has given divisional managers full authority for day-to-day operations, while policy and planning remain the Board’s responsibility. The Board should now complete its shift from operational problem-solving to governance by defining its future role and the transition to it. This memorandum sets out the decisions needed to do so: 1. Define the respective responsibilities and relationship of the Board and Executive Committee. 2. Determine the Board’s composition, size, and the...
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The reorganization has given divisional managers full authority for day-to-day operations, while policy and planning remain the Board’s responsibility. The Board should now complete its shift from operational problem-solving to governance by defining its future role and the transition to it.
This memorandum sets out the decisions needed to do so:
1. Define the respective responsibilities and relationship of the Board and Executive Committee.
2. Determine the Board’s composition, size, and the principles for selecting and retaining directors.
3. Establish how outside directors can participate effectively.
4. Select a practical path from the current Board and Executive Committee arrangement to the desired one.
