"Enhancing performance through humanising, modelling and measuring governance"
Governance involves many broad themes and some people have attributed principles or indicators, however there is a lacking practicality and humanism in this approach.
What if, there was an operational framework, a practical map that clearly shows, not what it is, or how it can be defined, but how it can be achieved. The things we need to do to get it!
Several studies, including Arjoon, have emphasised the importance of a strong ethical organisational DNA to create and promote an effective corporate governance culture of trust, integrity and intellectual honesty. These studies go on to suggest that the way forward for effective corporate governance is to strike an optimal balance between rules-based and principles-based approaches.
This concurs with the view of Staite, where she notes governance “…is developed, achieved and maintained by the continual application of effort, self-awareness, and mutual trust.
It cannot be imposed by the introduction of standards, rules or protocols.
Rather, it is continually co-produced by members of the organisation, in all their diverse roles, by the way in which they learn how to blend rules, processes and controls with strong values and positive behaviours…”
It’s simply no longer enough, to depend upon policies, procedures and controls.
Decision-making and the implementation of those decisions, interfaces, almost continually, with our personal values, with our experiences, and with our beliefs.
Governance is a way of life within our organisations.
 Arjoon, S. Striking a Balance Between Rules and Principles-based Approaches for Effective Governance: A Risks-based Approach. J Bus Ethics 68, 53–82 (2006).
 Staite, C. (2019). States of Guernsey, Meeting the challenge: towards better governance. The Committee for Home Affairs: Governance Review Report