Since October, divisional managers have had full authority over day-to-day operations, leaving the Board free to concentrate on policy and planning. But the Board has continued to spend its time on short-term operational problems instead. To redirect it toward its intended role, we need to settle four things: 1. What size and composition will let the Board do policy work effectively. 2. How work should divide between the Board and the Executive Committee, and how the two should relate. 3. How...
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Since October, divisional managers have had full authority over day-to-day operations, leaving the Board free to concentrate on policy and planning. But the Board has continued to spend its time on short-term operational problems instead. To redirect it toward its intended role, we need to settle four things:
1. What size and composition will let the Board do policy work effectively.
2. How work should divide between the Board and the Executive Committee, and how the two should relate.
3. How to make outside directors effective participants.
4. What principles should govern the selection and tenure of directors.
Once these are settled, we can decide how to move from the present arrangement to the one we want.
