Corporate governance structures rarely fail because of incompetence. Due care is taken to scout and recruit board members who have demonstrated strong leadership. However, when these individuals fail to live up to stakeholder expectations, the inevitable question is how the organisation’s governance structures failed even though everyone was qualified.
A highly qualified board supported by an equally experienced management team should, in theory, guarantee sound execution and organisational success. However, past experiences within local, regional and international governance ecosystems have repeatedly demonstrated that even the most educated and revered board members can get corporate governance wrong. Not because they lacked the industry knowledge or technical know-how to steer the organisation to success but because of one thing that is often overlooked and that is alignment at the top.
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