GOVERNANCE 4.0: MOVING BEYOND DIRECTORS' NETWORKS TO THE NETWORKED BOARD

Like many other things in the modern world (such as our road transport systems, for example), company boards operate according to the arrangements that were valid when they came into being, but many of which can no longer be taken for granted. What to do?

by Dean Blomson

E.O. (Edward Osborn) Wilson the Harvard social biologist was asked, “Will we solve the crises of the next hundred years?” “Yes, if we are honest and smart,” said Wilson. “The real problem of humanity is the following: we have palaeolithic emotions, medieval institutions, and accelerating God-like technology. And it is terrifically dangerous, and it is now approaching a point of crisis overall.”1 This sombre assessment could apply also to the world of governance. Before directors become defensive or indignant, let me explain and set up this “provocation” for looking for better ways to design a board operating model — which includes the systems, processes, structures, ways of working and use of technology, necessary to be effective and efficient. Firstly, regarding palaeolithic emotions, despite our greater levels of self-awareness and behaviour policing,…

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The European Business Review (Digital) - 1 Issue, November/December 2023

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