CGOV.4:1 - Problem frame

Use this pattern when a corporation’s board and executive management cannot explain what they need from one another, when directors take over delegated work, or when the board receives a completed proposal too late to influence it.

Begin with one consequential matter: what must be prepared, questioned, decided, carried out and reviewed, and who has the relevant power or duty? The first useful result is a proposed allocation of those contributions, including the information and exception paths that let them work together. An adequate existing arrangement needs no redesign.