Board performance dashboard

IN A PREVIOUS article ("Governing for performance", BT, June 13), we showed that the fundamental role of a board is to govern for performance.

Boards need to understand that stakeholder expectations extend beyond mere conformance with policies, rules and regulations, to sustainable value creation. In other words, a board must not only ensure that the company is legally compliant and socially responsible, it must also deliver dependable and improved all-round performance.

So much for the theory. But how does the board achieve this in practice? A classic framework casts the board's performance role in terms of three duties (the 3Ss) and three tasks (the 3Ps).