A maturity in project management is a method to evaluate the current level of process competence within an organization. It’s also useful for setting goals and building plans to implement changes.
Most boards begin at the lower end of the board’s maturity scale. They are aware of their responsibilities and risks however, they are hesitant to dedicate time to governance since it distracts them from their jobs of managing the company. It is important to make these boards aware that governing is a distinct job that requires its own set of evaluation of professional development and evaluation, as well training. It is a risky venture that requires creativity, willingness to take risks against an external world of demographic and economic trends and physical changes in the environment.
The next step for a Board is to make a conscious decision to make the decision to move up the management maturity scale to become “The Learning Board’. This requires a shift away from the traditional emphasis on Accountability and Management Supervision to a greater focus on Policy Formulation and Strategic Thinking. This is a significant change in the way boards operate and usually requires some outside support to get the required new thinking in place. It is also about establishing a regular process for openly publishing internal trends on the board’s collective learning and the emotional atmosphere. It is also an ideal time for the Chairman, aided by the Company Secretary, should lead the change in the balance of a board’s schedule away from ‘hard’ business results and toward an agenda that is more focused on the unique external challenges facing the company.
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