Following the October reorganization, divisional managers hold full authority for day-to-day operations, and the Board's mandate is restricted to policy and planning. Nevertheless, the Board remains occupied with short-term operational issues, undermining its ability to fulfill its strategic responsibilities. To realign the Board with the new structure and restore its focus on policy and planning, we propose three changes: 1. Clarify the division of responsibilities between the Board and the ...
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Following the October reorganization, divisional managers hold full authority for day-to-day operations, and the Board's mandate is restricted to policy and planning. Nevertheless, the Board remains occupied with short-term operational issues, undermining its ability to fulfill its strategic responsibilities. To realign the Board with the new structure and restore its focus on policy and planning, we propose three changes:
1. Clarify the division of responsibilities between the Board and the Executive Committee to prevent operational encroachment.
2. Restructure board membership by optimizing size, tenure, and selection criteria, and enhancing the effectiveness of outside directors.
3. Implement a phased transition to adopt the revised roles and composition.
