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Corporate Governance Systems

Corporate Governance Systems

Organizational Reviews and Operational Audits

A good starting point for Strategic Capacity Building in any organization is to conduct an Internal Organizational Review or Operations Audit, by bringing in an outside Strategic Advisor to:

  • Conduct independent interviews with your key managers, staff, key customers, and other stakeholders (e.g. government funders, supply chain providers, professional advisors, etc.);
  • Benchmark and compare your current organization to “best practices” elsewhere; and
  • Identify Major Gaps requiring systems improvement and other new Strategic Initiatives.

Botting Leadership Inc. has conducted dozens of these external Strategic Reviews and Organizational Improvement Audits. It is like putting your car on a hoist, and then looking under its frame to undertake a multi-point inspection of all parts of the engine, drive train, transmission, axles, bearings, and tires to ensure they are all looking good and operating properly. As your “Strategic Mechanic”, Dale and his team apply a standard checklist of best practices to be included in every organizational review.

Key Elements of an Organizational Review

1. Board Governance

  • Composition, Balanced Representation, and Competencies
  • Board Orientation and Ongoing Board Training
  • Clarity of Roles and Duties
  • Code of Conduct, Conflicts of Interest and Confidentiality Policies and Processes
  • Board Meeting Management – preparation, Agenda design, dynamics, and meeting processes
  • Board Committee Structures
  • Strategic vs Procedural vs Wasteful Board “Busy-ness”
  • The Board’s Culture and Overall Assessment as Governance Team

2. Leadership

  • Vision – Anticipating and Creating the Future
  • Inspiration – Command vs. Influence
  • Organizational Skills – Running the Ship
  • Meeting Management – The Arena of Leadership
  • Focus – Getting Things Done, Staying on Track
  • Teamwork – Trust, Conflict Management, Accountability, Results
  • Character and EQ, Enthusiasm and Leading by Example
  • Innovation, Creativity, Flexibility, and Openness
  • Decisiveness and Courage to Defend

3. Management and Operations

  • Organizational Structure 
  • Operational Planning and Work Scheduling – Weekly, Monthly, Quarterly, Annually
  • Managing the Workspace – Physical Spaces, Technology, Maintenance
  • Clarity of Roles, Responsibilities, Policies, and Procedures
  • The delegation, Supervision, Staff Feedback, Employee Coaching, and the Ongoing Management of Staff Performance, Commitment, and Accountability
  • Job Satisfaction, Staff Morale, Work Distribution and Load
  • Planning and Setting Clear Goals and Priorities
  • Measuring and Reporting
  • Productivity and Balancing “The Urgent” vs “The Important”
  • Cost Control and Financial Management
  • Comprehensive HR Systems Audit – Recruitment, Onboarding, Progressive Discipline, Professional Development and Training, Regulatory Compliance, and Exit Programs

4. Organizational Culture

  • Internal Communication Systems and Open Book Management
  • Organizational Folklore, Rituals, Artifacts and Cultural Anthropology
  • Silos, Cliques, Factions, and Organizational Politics
  • Accountability Culture – “Shared Ownership Thinking” and Staff Alignment 
  • Safety Culture – Physical, Mental Health, and Emotional Wellness
  • Learning Culture – Onboarding, Training, P. D. and Innovation
  • Values-based Organization – Living the Values and the Mission

5. Strategy

  • Clarity of Mission and Vision
  • Clarity and Shared Understanding of Organizational Values
  • Knowing the Organizational Brand – What Are We?  What Is Our Promise?
  • Assessing Our Strategic Plan – Understanding It, Doing It, Tracking It
  • Our Sustainable Revenue Strategy – Issues and Challenges
  • Regular and Disciplined Risk Assessment, and Comprehensive Risk Mitigation Planning
  • Emergency and Crisis Planning
  • Succession Planning
  • Improving the Strategic Plan and better integration with Annual Operational Planning 

6. Community and Stakeholder Relations

  • Neighbourhood Relations
  • Reputation and Level of Support in the Larger Community
  • Media Relations and Public Communications Strategy
  • Community Partnerships and Strategic Alliances
  • Aboriginal Relations 
  • Government Relations
  • The Current State of Volunteerism and Volunteer Relations
  • Strategic Advisory Support/Mentoring Networks

7. Customer Experiences and Services

  • Feedback Mechanisms 
  • Customer Service and Experience Standards – Intake, Ongoing, Transition
  • Recovery Standards for Clients/Customers
  • Image Standards for the Organization
  • Team Standards to Ensure the Highest Quality Service
  • Follow Up Monitoring and Ongoing Customer Satisfaction Metrics
  • Segmented Customer and Market Analysis – Do We Really Know Who Are Customer Is?
  • The Customer of the Future – What is Changing?

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