Strategic Foresight: A New Obligation for Boards of Directors

DOIhttp://doi.org/10.1002/bl.30015
AuthorRuben Nelson
Date01 May 2015
Published date01 May 2015
ALSO IN THIS ISSUE
DEALING WITH SELF-INTEREST AMONG
NON-EXECUTIVE DIRECTORS ........ 4
FOOD FOR THOUGHT ................. 4
WHEN WE SAY ... .................... 5
NUMBER 139, MAY–JUNE 2015
www.boardleadershipnewsletter.com
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Strategic Foresight: A New
Obligation for Boards of
Directors
by Ruben Nelson
Is your organization in the best possible position to move into the future?
Here’s some important advice from Ruben Nelson, Executive Director of
Foresight Canada.
BOARD LEADERSHIP
INNOVATIVE APPROACHES TO GOVERNANCE
View this newsletter online at wileyonlinelibrary.com
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Introduction
“Start with the end in mind.”
“It is the board’s obligation
to stipulate the Ends of the
organization.”
THESE TWO ADMONITIONS are thor
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the world of board governance.
Within the Policy Governance® sys
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the organization’s operations
honor the limits or standards set
by the board.
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the only caveat is the board’s
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limits and standards it has set
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organization is to achieve.
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gic foresight fit in? Who is responsible
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role clarity means that it is common
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that the responsibility for strategic
foresight rests solely with the CEO
and that boards have no obligation to
engage with it.
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been written on this topic. Since it
JUNE 18–20, 2015
12th International Policy
Governance Association
Conference and 3rd
International Young Governance
Professionals’ Summit
Pinnacle Vancouver Harbourside
Hotel, Vancouver, Canada
Preconference sessions
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'SFTIMFZBVUIPSPGThe Wisdom
of Group Decisions.
For more information see www
.policygovernanceassociation.org.
SEPTEMBER 11–12, 2015
An Introductory Training
in Policy Governance
Atlanta Marriott Buckhead Hotel
(formerly the Buckhead Hotel),
Atlanta, Georgia, USA.
Policy Governance is an inte
grated set of concepts and prin
ciples that describes the job of
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the manner in which boards can
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EVENTS
(continued on page 7)

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