For too long, governance has been reduced to the production of paperwork, compliance checklists and board reports. Many boards take comfort in approving strategies, signing off policies and publishing annual reports as if these activities, in and of themselves, are proof of effectiveness. Yet an uncomfortable truth remains: outputs alone do not guarantee that governance is working.
The real test of governance lies not in the number of policies approved or reports filed, but in whether those actions translate into meaningful and measurable impact. In other words, governance maturity is not about outputs but about outcomes.
King IV reminds us that governance must deliver four intended outcomes: an ethical culture, good performance, effective control and legitimacy. These are the benchmarks against which boards should ultimately be judged.
Outputs are easy…