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GOVERNANCE SUCCESSION DIAGNOSTIC
Continuity of governance for when people move on.
Board question: What happens when the people who carry governance leave?
A focused four-week diagnostic and board workshop to identify where a board's governance depends on individuals rather than systems.
Draws on Dr Mimi Ajibadé applies a governance-focused approach to continuity, institutional memory and leadership transition.
Deliverables
You receive:
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A governance succession map
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A board-ready report on continuity governance risk
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A prioritised 90-day action plan with suggested owners
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A board workshop
For boards and governance teams facing leadership transition, growth or a thinning of institutional memory. Board governance advice, not executive search or HR succession planning.
Continuing support
The diagnostic can lead into a fractional advisory engagement.
Approach
01 Diagnostic
Map where oversight depends on specific individuals from governance roles, committee mandates, reporting arrangements and focused discussions.
02 Board workshop
Test the findings with the board: single points of failure, undocumented judgement, institutional memory and the continuity the board requires.
03 Handover
A board-ready report and action plan.
Four weeks from commencement to board workshop.
Continuing support available through a fractional advisory engagement.
The Conversation
Governance rarely fails because a role becomes vacant. It fails because critical judgement, relationships and institutional memory leave with the individual.
The diagnostic identifies where governance depends on people rather than systems.
If succession is becoming a board concern, let's start there.