In the theatre of corporate leadership, strategy is often presented as a management exercise, being something crafted by executives, presented in compelling slides, and approved by the board before being shelved until the next annual review.
But governance theory, particularly King IV, challenges this view. Principle 11 is unambiguous: the governing body should govern risk in a way that supports the organisation in setting and achieving its strategic objectives. That is, strategy cannot be separated from risk, and boards cannot be passive participants in either.
From observations of governance practice, it appears that the board’s involvement in strategy tends to be more reactive than generative. Strategic plans are often presented for endorsement rather than developed in close partnership with the board. Even multi-day strategic planning workshops, intended to promote alignment…