Following our October reorganization, divisional managers now hold full authority for day-to-day operations, while the Board retains responsibility for policy and planning. Despite this clear mandate, the Board continues to devote substantial time to resolving short-term operational issues, which distracts us from our core strategic duties. How should we adjust our governance structure and processes to ensure we focus exclusively on policy and planning? We must realign our composition, roles,...
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Following our October reorganization, divisional managers now hold full authority for day-to-day operations, while the Board retains responsibility for policy and planning. Despite this clear mandate, the Board continues to devote substantial time to resolving short-term operational issues, which distracts us from our core strategic duties. How should we adjust our governance structure and processes to ensure we focus exclusively on policy and planning? We must realign our composition, roles, and procedures to delegate operational execution entirely to management and concentrate our efforts on long-term strategy.
To achieve this shift, we will address four key areas:
1. Clarify the division of responsibilities between the Board and the Executive Committee.
2. Establish clear principles for director selection and define standard tenure terms.
3. Optimize board size and membership to strengthen strategic oversight.
4. Create structured mechanisms to ensure effective participation by outside directors.
