Have you noticed how common the term 'governance' and a whole raft of variants have become in the last decade? The terms (there's an increasingly large set of them) get peppered throughout conversations almost at will. Corporate governance; HR governance; IT governance; enterprise business technology governance; and, organisational governance (amongst others) have all entered the lexicon in the few years. Hardly a month goes by without another variant being introduced, or so it seems.
A cynic might say that governance has become some sort of panacea in the eyes of many. If you have governance, or better still, if you have a specific type of governance (ITgov, HRgov, et al), then the likelihood of objectives being met or projects being delivered on-time is somehow greater than if governance is not in place. What happened to good management, good leadership, accountability and responsibility?
Is there any substance to this? Or are these terms simply examples of people grasping at straws or hiding behind jargon, in lieu of doing the hard yards to work out what actually matters? I've decided to investigate this during 2015—to try to separate the talk and hot air from what actually matters. If you have a view on this, or can point me to some credible research, I'd love to hear from you.
Thoughts on corporate governance, strategy and the craft of board work; our place in the world; and, other things that catch my attention.