"In our world now, the primary mover for reproductive success—and thus evolutionary change—is culture, and its weaponised cousin, technology."
The words in this quotation, originally published in National Geographic (*), stood out when I first read them recently. They seemed to lift themselves off the page, as if to highlight their significance. The penny dropped when I realised the quotation is applicable well beyond the [biological] world from whence it emerged.
Take boards of directors for example. The quotation suggests that board effectiveness (and, by implication, company performance) is more likely to be influenced by board culture and appropriate technology than any static attribute such as a particular board structure, composition or governance code. This intuitively attractive proposition enjoys widespread support in the academic literature, and case studies of actual board experiences have been reported.
Yet board and company failures abound, which begs an awkward question. Why do some boards continue to prioritise structure and compliance (with statutes and codes of practice) over culture and technology, especially when a stronger focus on the latter is more likely to lead to increased board effectiveness and, importantly, better company performance?
(*) D.T. Max (2017). Beyond Human, National Geographic, April 2017, p.49.
Thoughts on corporate governance, strategy and the craft of board work; our place in the world; and, other things that catch my attention.