One of the driving beliefs of my work, first as an association executive and now as a consultant, is that innovation is the central association capability of the 21st century. Without the capacity for continuous innovation, our organizations are ordinary, one more commodity input struggling to gain the smallest sliver of attention from stakeholders who are working harder than ever just to keep pace with the paradigm shift that is wreaking havoc with their personal and professional lives.
The contrast in both importance and impact between organizations that have made innovation a strategic priority and those that have not is striking. Google is less than ten years old and it is, arguably, the most important company in the world. Apple and IBM, two companies that flirted with death by stupidity in the 1990s, were revitalized by the wise decision to pursue product, service and business model innovation. Both are once again impact players in the global marketplace. Meanwhile, association boards and CEOs are still debating whether innovation is too risky for "non-profit organizations" to pursue. How do we rectify this disconnect in both the strategic thinking and action taking place at the most senior levels of our organizations?
Last summer, I sought to spark a conversation around this and other related questions by writing an article on ungovernance for Associations Now magazine. At the time, I knew that the term, "ungovernance," was merely a placeholder, a provocative expression of the widespread dissatisfaction with legacy governance approaches, as well as the urgent need to devise alternatives that will enable value creation through innovation. In the months that have passed since the article was published, the discourse on this topic has been both rich and valuable. I am grateful to the many contributors across our community who have shared their perspectives, and I hope that the direction I'm now taking our conversation demonstrates the high regard in which I hold their diverse and important views.
After much reflection on what I've learned, I have reached the conclusion that when it comes to governing our organizations going forward, association leaders must make a clean break with the past. The governance approaches of the 20th century are inadequate for anticipating and acting on the profound strategic challenges facing associations in the 21st century. In short, we need a new mental model of governing, one that seeks to reduce the growing complexity of the operating environment with an interface of increased simplicity in the work of governing itself. I call this approach Governing Simply.
The kernel of the Governing Simply concept is that while governing effectively is a very important element of the success of every association, it is not the most critical work of the association. Associations do not exist to be governed, but to create value for stakeholders and for the enterprise in ways that are grounded in purpose and powered by innovation. These activities require some form of governing to ensure focus and coherence, and the simpler the approach, the more time, energy, attention and resources the organization can invest in the pursuit of both purpose and innovation.
There are two elements to the mindset shift contemplated by the Governing Simply:
1. A shift from "governance" as subject to "governing" as object-Rather than operating inside governance as a static "thing" to which our organizations and leaders are subjected, associations need to step outside of the work and view the dynamic process and experience of governing as an object. Once we are able to view governing from this outside position, we can reflect on its deeper purpose and design, and imagine how both its form and function can be different.
2. A shift from governing as compliance and oversight to governing for value creation-The governing experience will always include the requirement to comply with the applicable mandates of various governments and other entities, as well as the need to ensure the proper operation of the association's business activities. Once again though, this is not the most important work in which the association must engage, simply the context in which the critical work of purpose-driven value creation through innovation occurs.
In the weeks ahead, I will expand on these ideas, and present more new thoughts on Governing Simply. We are entering the next phase of what is a crucial conversation for all organizations in our community. It's time to make a break with old ideas and approaches, and embrace fresh ways of thinking and being that make it possible for our associations to realize their full potential.
Not everyone will agree with the approach I am going to outline, and that's great! We need to hear many different points of view. No matter where you stand on these big ssues, I look forward to your active engagement in the dialogue that is just getting started.
NEXT GOVERNING SIMPLY POST: More key beliefs and principles
Link to original post