Rethinking governance: key learnings from our work with government agencies

Iceni is currently completing a governance review for a government agency. As we reflect on insights from past projects, we wanted to share key lessons about how governance structures can be optimised to better serve organisational priorities.

The challenge of legacy committees

Governance plays a crucial role in both driving organisational performance and ensuring compliance with legislative, regulatory, and policy requirements. However, governance arrangements often include legacy committees that no longer align with strategic priorities.

Committees tend to remain in place long after their purpose has been served. Without regular evaluation, they can become ineffective or even counterproductive. Periodically assessing the entire governance framework ensures that committees continue to drive organisational priorities and effectively manage risks.

Tailoring governance culture to committee purpose

Governance structures should not be one-size-fits-all. The culture and approach of each committee should reflect its specific purpose while still aligning with the organisation’s broader values. Some committees may even benefit from developing their own sub-culture to enhance effectiveness.

Organisations often aspire for governance to be ‘collaborative,’ ‘driving innovation,’ ‘evidence-driven,’ or ‘performance-led.’ While these goals are valuable, they may not be suitable for every committee. Here are key considerations:

Independent operation

If a committee has direct control over an outcome, an independent decision-making process may be more appropriate than fostering unnecessary collaboration. Autonomy can be crucial for speed and effectiveness in certain governance structures.

Balancing compliance and innovation

Committees responsible for regulatory compliance must maintain strict oversight and control over processes. While innovation requires flexibility, this may not be suitable for compliance-focused committees. Governance structures should differentiate between spaces for creativity and those requiring rigorous adherence to policies and standards.

Navigating uncertainty

Decision-making is not always backed by clear-cut data and evidence. Some committees must be equipped to operate in environments of uncertainty, requiring members with the expertise and confidence to rely on professional judgment and intuition when necessary.

Leadership development

Certain committees contribute to leadership development and advancing diversity, equity, and inclusion (DEI) initiatives. In these cases, fostering a supportive and learning-oriented culture should take precedence over an exclusive focus on performance metrics. Governance frameworks should explicitly acknowledge this role to ensure these committees are structured accordingly.

Ensuring clarity in governance frameworks

Many organisations rely on generic templates for Terms of Reference and other governance documents. While these provide a foundation, they often fail to capture the nuances required for committees to function effectively. Making these elements explicit ensures that governance arrangements support their intended outcomes and adapt to evolving organisational needs.

Governance: a customised approach

Governance is not a one-size-fits-all solution. By intentionally designing committee structures, decision-making processes, and leadership development pathways, organisations can establish governance arrangements that effectively balance performance and compliance. Regular reviews and thoughtful adjustments ensure that governance remains a dynamic and effective tool for organisational success.