Governance, Maturity Matrix
By wcrdadmin on Fri, 01/29/2010 - 14:03
| SubFocus | Level 1 - Limited | Level 3 - Basic | Level 5 - Advanced |
|---|---|---|---|
| Principles | Governance has little practical experience with the concept of discontinuous discovery+ | Portfolios are built that include 'speculative bets' which are managed to different sets of rules | Governance explicitly addresses the challenges of discontinuous discovery in all its research decisions |
| Board members see themselves as beyond the constraints of behavioral management | Board member behaviors are managed, but after-the-fact | Governance explicitly incorporates mgmt. of organizational behaviors into their own activities | |
| Structure | Governance is shared across board members with little regard for specialization, except perhaps for audit and liability | Governance responsibility is segregated into types of investments | The organizational structure and roles for board members is largely designed in reference to Behavior Fundamentals+ in investments |
| Oversight Mechanisms |
Board members personally involved in the evaluation of investment team progress | Board members authorize their delegates to perform and report back team evaluations | Board members commit to arms length+ independent evaluations of R&D investments |
| Board members tend to follow a one-size-fits-all+ approach to evaluations | Board members tailor evaluations differently for 'speculative bets', i.e., highly innovative R&D | Board members commit to tailored evaluations based on the specific needs of each investment team | |
| Sustainability (of the governance function) | Governance gives little guidance on evidence gathering and risk management, except where when it makes major decisions affecting the rest of the R&D organization | Governance provides guidance on evidence gathering and risk taking, but doesn't follow the guidance itself in the evaluation of R&D investments | Do as I do. Governance sets the example for evidence gathering and risk management for the rest of the R&D organization. |
| Decision Making Authority | Decisions are made based on fixed criteria (usually financial). Recipients of decisions submit to the decision | Decision making authority based on the charisma or political pull of a few individuals, whose decisions are respected | Implications of decisions for organizational behaviors weigh equally with other criteria. Recipients respect the decision making authority |
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