Governance is often thought of as compliance with strict procedures reflected in rigid documentation and pervasive oversight. And when projects go wrong, as they ofen do, the reaction can be towards greater compliance and more detailed control. But governance that relies on compliance is badly designed.
We see governace as a behavioural rather than compliance problem.
While there are many sources of unwanted behaviour, such as personality, or thinking style, we focus on the situational sources of poor behaviour and re-design structures to clear the path for strategy delivery.
