Since October's reorganization, divisional managers have held full authority over day-to-day operations, leaving the Board and Executive Committee free to concentrate on policy and planning. In practice, the Board has continued to spend much of its time on short-term operating problems that now belong elsewhere. To close that gap, the Board needs to redesign four aspects of its own structure and practice: 1. **Composition** — the size and makeup of the Board itself. 2. **Division of work** — ...
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# Role of the Board
Since October's reorganization, divisional managers have held full authority over day-to-day operations, leaving the Board and Executive Committee free to concentrate on policy and planning. In practice, the Board has continued to spend much of its time on short-term operating problems that now belong elsewhere. To close that gap, the Board needs to redesign four aspects of its own structure and practice:
1. **Composition** — the size and makeup of the Board itself.
2. **Division of work** — how responsibilities split between the Board and the Executive Committee, and how the two relate.
3. **Outside-director participation** — how to make outside directors effective contributors rather than passive members.
4. **Selection and tenure** — the principles for choosing directors and setting how long they serve.
Once these four are settled, the remaining question is how to move from the Board's current arrangement to the one just defined.
