Dorger Consulting is dedicated to enhancing the effectiveness and overall success of small- to mid- size corporations in the for-profit, not-for-profit, public, and NGO sectors by improving strategic focus; leadership effectiveness; and board processes, procedures, and structure
Drawing on experience in both corporate leadership and board service, we can:
- √ Help envision the future and develop plans to move the organization forward.
- √ Analyze and improve the effectiveness of organizational leadership.
- √ Evaluate the current status of governance in the organization.
- √ Educate the board of directors on responsibilities and best practices.
- √ Create a plan to move the board and the organization to better governance.
- √ Develop policies and procedures to carry out responsibilities.
- √ Establish proactive partnerships between the board and staff executives.
For a more detailed listing of services, click here »
Contact Dorger Consulting today to see how your organization can work more effectively and with greater success. We look forward to serving you!
Boards of directors — or similar governing bodies — have been overseeing the affairs of corporations since the earliest days of trade. In the past, the operation and effectiveness of these boards were largely hidden from public attention. Today, due to colossal business failures, organizational governance and board performance are among the hottest topics in the media, in the academic field of management, and in the minds of company stakeholders. Substantial legislation on both the national and state levels has been enacted to institute reform.
Not all governance change has been externally driven. Boards themselves are now asking how they can to do a better job of carrying out their legal and ethical responsibilities. Companies and nonprofit organizations alike are actively seeking ways to guide themselves through self-evaluations and rejuvenation efforts designed to elevate their boards to their proper status in the leadership of their enterprises.
Created by corporate law to direct and oversee the activities of corporations on behalf of the organizational stakeholders, boards have two broad functions: minimize harm and maximize value. This is true no matter what type of organization is being discussed.
Hardly a week goes by that there are not headlines in a major newspaper detailing the malfeasance of corporate executives and/or board members. In many cases the activities of these individuals are so egregious that one cannot help but ask 1) “What were they thinking?” and 2) “What was the board doing?” We at Dorger Consulting are especially interested in the latter question, the answer to which is clear — not what they were supposed to be doing.
Boards have a legal obligation to oversee and prevent harmful actions by incompetent or unscrupulous executives. While devious acts are relatively rare, they are devastating when they do occur, not only to the organization involved but to the whole sector of society. For example, a major corporate failure can ripple through the entire business community and lead regulators, market analysts, and even activist investors to take actions in reaction to the board’s failures. In the public and nonprofit sectors, a major scandal can have far-reaching ramifications for organizations that rely on public confidence and support to exist and to provide services for the betterment of society.
To prevent such occurrences, it is essential that boards understand their responsibilities and then develop the policies and procedures necessary to implement these responsibilities and prevent harm to their organizations.
There is broad consensus among management experts that the most effective corporations are those with a keen sense of mission, a clear understanding of stakeholder needs, and an intense focus on providing maximum value to their stakeholder constituencies. To do this, boards must clearly understand their role in assessing stakeholder needs and setting corporate direction and strategy to achieve maximum benefit. While most boards have a general sense of purpose and responsibility, there are many examples in management literature that would indicate that, for one reason or another, boards are often prohibited from carrying out their responsibilities or they do not know how to effectively translate their broad charter into specific tasks and responsibilities.