CGOV.4:4.2 - Connect the contributions

For each necessary contribution, identify its performer, result, receiver and use. Specify when the result is needed and how an unusable or disputed return is handled. For example, management may provide an investment proposal with alternatives and consequences; the board may request a changed proposal or make the reserved decision; management may then implement within its terms.

Keep the different operations visible. Preparing a proposal, challenging its assumptions, making a decision, carrying out that decision and assessing what happened need not belong to the same participant. They are related through their results; writing them in one column headed “responsibility” can hide the required exchange.

Design enough access for the recipient to do the work. If the board must examine a technical assumption, who can explain it and answer a challenge? If a director discovers a material exception, who can act on it before the next scheduled meeting? Use existing information and specialist contributions where they suffice.