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    Readings: to keep the mind ticking over...

    This week I'm on holiday with my wife at Caloundra, on the Sunshine Coast just north of Brisbane, Australia. The weather is supposed to be pleasantly mild at this time of the year, with warm sea-breezes and partly cloudy skies foretelling the easing of the summer heat and the arrival of cooler temperatures. However, this week, the weather is not doing what is it supposed to. We've had passing showers every day until today, when steady rain has been the norm. Fortunately, the temperature is still hovering around 20 deg C. Anyway, wet weather provides a nice benefit: that of relaxing inside with a good book. This week, I've started reading two books. Both have gripped me and caused me to think quite deeply about a few things. I thought I'd share them with you, even though I have not finished reading them yet. 

    Thinking, Fast and Slow (published 2011) is Daniel Kahneman's latest book. It was an impulse-buy in mid-2012, while buying some research books at Amazon, one that has been sitting on my bookshelf since. Snippets from the flyleaf: Kahneman takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberate, and more logical. Kahneman reveals where we can and cannot trust our intuitions and how ewe can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble.

    A Long Walk in the Himalaya: A trek from the Ganges to Kashmir (published 2007) was written by Garry Weare, an explorer and writer. Long Walk caught my eye while I was passing the time in a second-hand book store a few days ago. Although I've never been a tramper or trekker as such, I have long harboured dreams of undertaking long journeys on foot, be they pilgrimages like the trek across northern Spain to Santiago de Compostela, or indulgent hikes in Yosemite, Kakadu or Fiordland National Park. While I've visited some of these places, I'm yet to tackle any long journeys as such. Anyway, to Long Walk. This book provides an account of Weare's five-month trek from the source of the Ganges—through valleys and over mountain passes—to Srinagar in Kashmir. On one level, the book is a straightforward travelogue. One another, it provides a rich history of the region. On yet another, it stimulates spiritual and socio-political thought, of the type I've not experienced from reading a book like this before. 

    I'm partway through both books, and not normally wont to make recommendations. But in this case, I'll make an exception. If you are at a loose end, and are looking for something that will stimulate your mind, you could do far worse than read either of these books.
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    Integrated Reporting: the new normal?

    I was privileged to receive a preview (under the Chatham House Rule) of the proposed Integrated Reporting framework at a Business Leaders Forum hosted by Grant Thornton yesterday. Integrated reporting (or <IR> as I discovered) has the potential to become the "new normal" in terms of reporting company performance and prospects. 

    <IR> is an initiative aimed at improving how companies communicate with shareholders, stakeholders and the wider community. Essentially, <IR> is about moving from compliance-based reporting, to "a concise communication about how an organization’s strategy, governance, performance and prospects lead to the creation of value over the short, medium and long term" (direct quote from the IIRC website).

    This business-led initiative was music to my ears. While I can work my way through a set of financial reports, I am no accountant. The trend in recent years towards longer, and more complex, reports has made understanding increasingly difficult.  Any move towards a more straightforward explanation of performance (not to mention a more sustainable model of capitalism) can only be helpful.

    The initiative has garnered the support of many global brands and investor groups scattered all around the globe. If you are a business leader (particularly a Board Chair, Finance Committee Chair, CEO or CFO), I recommend you take the time to familiarise yourself with the proposal, and make comment during the upcoming consultation period.
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    Women on Boards: what is the real goal?

    Interest in gender diversity in boardrooms and C-suites has been increasing over the last 12-18 months. In that time, many commentators have expounded the virtues of having women alongside men on Boards and in C-suites, in both the academic and practitioner literature. Lobby groups have been established and conferences convened, with good effect.

    While such efforts are laudable, the suggestion that the presence of women (on Boards) leads to increased company performance—as has been asserted in the rhetoric—is a big call. I agree that a relationship appears to exist, however I am yet to see any robust evidence that supports the assertion that the presence of women on boards per se improves company performance.

    Before you launch volleys in my direction, please read on. Governance is a complex, open system, and many inputs affect the operation of Boards and the outputs they produce. A single-minded focus on one structural variable—as has been the case with gender—is far too simplistic. Rather, attention needs to move away from bidding up the percentage of seats occupied by women (and expecting performance will reliably improve as a result), towards the holistic consideration of governance as a system, and to the causative factors that affect performance. Preliminary research efforts suggest that behavioural factors; high levels of engagement; vigorous debate; an involvement in the development of strategy; and, the making of strategic decisions, are far more likely casual mechanisms than gender or any other structural variable.

    So, to my question. What is the real objective of placing women on Boards? Participation or performance? If it's the latter (and I hope it is), then the focus needs to move beyond counting the number of women around the table, to discovering what Boards actually do as they go about their work, and to how that contributes to performance (or not). 
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    Twelve months on: living the dream

    Today is an auspicious day (well for me anyway). Musings was created twelve months ago today. At that time, I wanted (needed?) an outlet through which new ideas, thoughts and reflections could be expressed as I began to grapple with the demands of a PhD. 

    When I set out, the goal was entirely personal: Musings was a vehicle to share my thoughts and ideas about governance, strategy and societal wellbeing. I had no idea whether Musings would make it beyond a few months (or a few entries for that matter!), or whether anyone would read the entries. I wasn't really bothered either. To my surprise, my motivation to share ideas remains intact, somewhere between 50 and 200 visitors view the site each day (that number is slowly growing over time), and quite a few people have either posted comments or contacted me directly.

    Looking ahead, I plan to continue writing, because the process helps me refine my (doctoral) thoughts. The focus will probably narrow slightly (to strategy, decision-making and governance), as these topics start to dominate my thinking time (I've discovered doctoral research does that to you). One twist though: I'm going to move from writing for my sake, to trying to provide "value" to readers. To do this, I'd appreciate some feedback. Are there some topics or themes that you'd like to read about in the coming months? If so, please post a comment! In the meantime, postings will continue at the pace of 2-3 postings each fortnight.
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    The Solid Energy case: we have much to learn

    The case of state-owned enterprise Solid Energy, the CEO of whom was a doyen of the business community, raises some interesting questions, as practitioners and researchers search for reasons for the "perfect storm" and the recent fall from grace:
    • What sequence of events and circumstances led to Solid Energy arriving in its current predicament?
    • Why did Solid Energy pursue such an aggressive diversification plan, and risk the viability of its core business in so doing?
    • Who approved the diversification plan, and what milestones and monitoring regime was put in place to ensure goals were being met?
    • Why did the Board not respond more quickly or more decisively in the face of a rapidly changing external factor (slump in coal prices)?

    Hopefully, answers to at least some of these questions will become apparent in the coming weeks, as the investigations proceed. We have much to learn from this case—both in terms of what happened, and in terms of how governance, decision-making and management could (should?) be conducted differently in the future.

    In the meantime, one thing that has been puzzling me has been the response of the Board. Why did Don Elder, the former CEO, have to endure considerable criticism from the media, the public, former employees and the government (the shareholder and regulator) in recent days? Why was attention not focussed on the Board, and why did they not come forward? Surely the Board, as the shareholder's representative, holds the ultimate accountability to ensure the satisfactory and sustainable performance of the business?

    The attendance of John Palmer, former Chair, alongside Don Elder at the Select Committee meeting yesterday provided some comfort. Helpfully, apologies were provided to affected parties amongst the conciliatory and defensive responses. However, many questions over the financial management of the company, and of how strategic decisions were made, remain. Hopefully, the various authorities and interested stakeholders will put their reputations, egos and agendas aside in order to conduct a proper investigation and learn from the findings. Here's hoping.
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    Perhaps Board composition does matter after all?

    An interesting article appeared in the Financial Times about a week ago. I've been pondering it for a few days now, because it challenged my perception that Board composition has relatively little bearing on company performance outcomes.

    The article reported the results of a comprehensive survey into US company performance in the decade 2000–2009. The results revealed that the prevalence of lawyers on Boards increased from 24% (2000) to 43% (2009)—and that the levels of litigation, malpractice and corporate risk-taking declined markedly—through the decade. The results are not that surprising, given the introduction of Sarbanes-Oxley and other compliance measures in the survey period.

    On the surface, this study suggests that the presence of lawyers on Boards does make a difference in some areas (and therefore composition may matter). But what about the big question: Does the presence of lawyers lead to increased company performance? The study enhances the case for lawyers on Boards for their contribution to the risk conversation. However, this should not be misunderstood as providing evidence to link the presence of lawyers with increased company performance. Increased performance is dependent on innovation, the taking of risks and the making strategic decisions—all of which are somewhat of an anathema to many members of the legal community.

    So, does Board composition matter when it comes to company performance? On the evidence provided by  this study, we still can't tell—but I doubt it.