TOSMS Boardroom Services
Pillar 5: Boardroom Organisation Design and Controls
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Define a "future-ready" business architecture for board and executive team governance using the TOSMS Integrated Governance Framework that delivers "fit-for-purpose" governance suited to a new world of increasing disruption, complexity and rate of change.
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Integrate and streamline business operating models to manage ongoing change, reduce cost, complexity and risk, and stay ahead in a world where flexibility and speed are key.
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Set up the practices, standards and tools for alignment of organisation design elements with the strategic decisions and direction that the board and executive team deliver on.
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Enhance the quality and responsiveness of decision-making with breakthrough details of underlying change impacts to processes, records, systems and roles arising from the automation of business operating model controls.
For our clients, the board and executive team efforts are underpinned by an Integrated Governance Framework with seven pillars that is the TOSMS benchmark for defining the business architecture blueprint for board and executive team governance. This specification, once implemented, represents the enabling platform for the board and executive team to manage their accountabilities across the seven pillars in a collaborative manner as defined and delivered by the blueprint.
Ongoing change is the one thing we can be guaranteed of in the future, so our consultants are trained to understand the impact that change has on business operating models in each of the industries we operate in. We work with our clients to digitise and apply change control to the processes, records, systems and roles that are the organisation design elements that make up each control in every business operating model. This is key for understanding the design of each control so that planned changes to the business can be assessed from a control perspective.
Assessing risks and determining what controls are required to mitigate these risks within the impacted business operating models is a key part of understanding the impact these risks have on an enterprise and what an appropriate response should be from a proportionality perspective. Driving the resultant changes requires knowledge of the full control register of organisation design elements across all operating models so that a systemic and fully integrated approach can be applied.
This prevents a siloed approach, especially where different risks have overlapping control requirements. We use workstream categories to logically group all risk requirements across the organisation. They are then easily identifiable and can be implemented or modified in a collective and streamlined manner per workstream. These are some of the key practices and standards we help our clients embed when adopting this pillar.
The strategic decisions and direction that the board and executive team drive require an understanding of the impact these actions have on the organisation design. Central to this, are the business operating models and the design elements that make up these models, namely the processes, records, systems and roles that are involved. It is crucial that the board and executive team have at their fingertips the impacts their actions will have on these design elements so that they are able to make informed decisions. We help our clients by setting up the practices, standards and tools for alignment of organisation design elements with the strategic decisions and direction that the board and executive team deliver on.