Measuring what matters

insights for stronger governance and sustainable growth

This webinar is the SECOND in the ISO 37004: Governance Maturity series.

Effective governance is no longer just about meeting compliance requirements, it’s a strategic advantage.

ISO 37004:2023 provides the first internationally agreed framework to measure and improve governance maturity, helping organisations move from undefined practices to optimising performance.

Other events in the series:

In this session, Carolynn Chalmers, an expert in governance excellence, will help you learn how to navigate the complexities of governance assessment and understand the governance aspects to measure which enhance your organization’s governance approach. This session will equip you with the knowledge to measure what truly matters and make informed decisions that foster resilience and long-term success.

Background information

ISO 37004 is a groundbreaking standard designed to help organizations measure and improve their governance. In an era where transparency, accountability, and ethical leadership are critical for long-term success, this standard provides a structured approach to assessing governance maturity. By defining governance aspects and a maturity model, ISO 37004 enables organizations to evaluate their governance activities systematically, ensuring they achieve their intended governance outcomes and align with stakeholder expectations. Understanding how to apply this standard effectively can give businesses a competitive edge and enhance their credibility in the marketplace.

Governance maturity is not a one-size-fits-all concept; it evolves based on an organization’s complexity, industry, and regulatory environment. Many organizations struggle to determine which governance aspects matter most and how to measure them effectively. This webinar will explore the critical elements of governance maturity, from foundational compliance and risk management to advanced, data-driven decision-making and stakeholder engagement. Participants will gain practical insights into identifying key governance indicators that drive meaningful change and sustainable growth.

In this session, Carolynn Chalmers discusses the ISO 37004 Governance Aspects.

Short Explainer Video

Questions and Answers

ISO 37004 is an international standard published in October 2023 that provides guidance on measuring and assessing governance. It is significant because it is currently the only international standard offering this guidance and uniquely focuses on assessing governance outcomes and maturity, rather than solely relying on compliance with principles and practices (inputs and outputs). This focus on outcomes helps organizations understand the net result of their governance activities and drives meaningful improvement.

Traditional governance assessments often focus on whether an organization is following specific principles and practices, such as holding regular board meetings or having terms of reference. These are considered “inputs” and “outputs.” ISO 37004, however, emphasizes “outcomes,” which are the actual impacts of good governance on the organization. It asks, “What is the net result of the good governance?” and evaluates whether the organization is performing effectively, behaving ethically, and demonstrating responsible stewardship. This shifts the focus from simply ticking boxes to understanding the tangible results of governance efforts.

Building on the foundation of ISO 37000, the standard identifies three key governance outcomes:

  • Effective Performance: The organization is doing what it set out to do and achieving its targets.
  • Ethical Behaviour: When performing well, the organization does so ethically, upholding its values and avoiding unethical practices.
  • Responsible Stewardship: The organization demonstrates responsible stewardship of its own resources and those it uses from the community, goodwill, and the natural environment, acting in the best interest of the organization and generating value over the longer term.

ISO 37004 identifies three crucial aspects that shape governance outcomes and are key to assessing governance maturity:

  • Behaviour: This refers to the learning and improving behaviour of the governing body. It assesses how the board adopts, understands, applies, analyzes, evaluates, and ultimately improves its governance behaviour, aiming for it to become an intrinsic part of the organization’s DNA.
  • Effectiveness: This measures the mindful and purposeful application of governance principles and conditions. It goes beyond simply following recommended practices and looks at whether the governing body understands why certain principles are important for their specific organization and how they are applying them to achieve desired outcomes.
  • Efficiency: This focuses on the explicit components of the governance system, such as the governance framework, strategies, policies, charters, performance results, and management reports. It assesses the presence, review, measurement, and ongoing improvement of these components.

ISO 37000 places the purpose of the organization at the very heart of its governance principles. It then outlines four foundational governance principles: policy, strategy, oversight, and accountability. A notable distinction of ISO 37000 is the emphasis on understanding the value generated for stakeholders before developing strategy, highlighting stakeholder inclusivity. These foundational principles are supported by six enabling principles including stakeholder engagement, ethical and effective leadership, better decision-making, risk governance, social responsibility, and double materiality.

ISO 37000 identifies “conditions for good governance” which, while not principles in themselves, are essential for the principles to flourish. These conditions often tend to be embedded in laws and other governance codes. They include effective governance and delegation, understanding the difference between governing and managing, fair treatment of stakeholders, embedding sustainability into governance thinking, and ensuring appropriate composition, structure, and competence of the governing body. Assessing these conditions is crucial because if they are not in place, the application of governance principles will be significantly hindered, much like needing a working oven to bake a cake even with all the ingredients.

ISO 37000 is designed to be a “one-size-fits-all” international standard applicable to organizations of all sizes and types, regardless of where they are incorporated. ISO 37004 then provides the framework to take this model and assess how appropriately it fits a specific organization. It recognizes that the level of detail and formalisation of governance components may vary depending on the organization’s context, emphasizing what is appropriate for a given organization rather than mandating a rigid structure.

A key challenge in implementing ISO 37000 can be gaining buy-in and adopting a mindful and purposeful approach to governance rather than just a compliance mindset. Organizations may struggle to move beyond simply ticking boxes and truly understand the why behind governance practices. ISO 37004 directly addresses this by focusing on the maturity aspects of governance: behaviour, effectiveness, and efficiency. By measuring and assessing these aspects, organizations can identify areas where their governance is not only compliant but also genuinely effective, purposeful, and continuously improving, leading to better outcomes and demonstrating the tangible benefits of good governance to stakeholders.

Our guests

Carolynn Chalmers 620px
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Key terms

  • ISO 37000: The international standard that provides guidance on good governance for all sizes and types of organizations, regardless of where they are incorporated. It serves as the basis for ISO 37004.
  • ISO 37004: The second standard in the ISO 37000 series, published in October 2023, specifically providing international guidance on assessing governance using a maturity model.
  • Governance Outcome: The net result or impact of an organization’s good governance, focusing on effective performance, ethical behaviour, and responsible stewardship.
  • Governance Principles: Fundamental tenets or beliefs that guide an organization’s governance. ISO 37000 includes foundational principles like purpose, value generation, oversight, and accountability, and enabling principles such as stakeholder engagement and ethical leadership.
  • Key Aspects of Governance Practice: Recommended considerations for applying governance principles, not mandatory requirements. Organizations should adapt them to their specific context.
  • Governance Conditions: Environmental factors or prerequisites that must be in place for effective governance principles to be applied successfully. Examples include effective delegation, clear distinction between governing and managing, and appropriate board composition.
  • Maturity Model: A framework used to assess the current state of an organization’s governance and identify a pathway for improvement over time, rather than just a static point-in-time assessment.
  • Integrated Reporting Framework: A framework that connects inputs, business models, outputs, and outcomes to provide a holistic view of an organization’s value creation, used by Carolynn Chalmers to explain governance outcomes.
  • The Mafia Test: A concept used to illustrate that good governance requires both effective performance and ethical behaviour. An organization performing well through unethical means fails the Mafia test.
  • Stakeholder Inclusivity: A foundational principle in ISO 37000, emphasising the understanding and consideration of all stakeholders’ legitimate needs, wants, and expectations in decision-making and value generation.
  • Double Materiality: A sustainability principle mentioned in ISO 37000, referring to the dual perspective of how an organization’s operations impact society and the environment, and how external factors (environmental, social) impact the organization’s value.
  • Governance Maturity Aspects: The three key areas measured by ISO 37004 to assess governance: behaviour, effectiveness, and efficiency.
  • Behaviour (Maturity Aspect): Focuses on the learning and continuous improvement of governing bodies, moving from simply adopting principles to understanding, applying, analysing, evaluating, and improving governance practices. Aligns with Bloom’s Taxonomy.
  • Effectiveness (Maturity Aspect): Relates to the mindful and purposeful application of governance principles and conditions, where the governing body understands why certain practices are relevant and adapts them to the organization’s specific context, rather than just complying mindlessly.
  • Efficiency (Maturity Aspect): Concerns the explicit components and communication of governance, such as the existence, review, and continuous improvement of governance frameworks, strategies, policies, charters, and management reporting.
  • Governance Framework: A structured system that outlines the components, strategies, policies, and reporting mechanisms for an organization’s governance.
  • Mindful and Purposeful Governance: An approach where governing bodies actively engage their intellectual capital, understand the rationale behind governance principles, and adapt practices to achieve desired outcomes, rather than merely following prescriptive rules.

Carolynn Chalmers

Chief Executive Officer, Good Governance Academy

Carolynn Chalmers is the Chief Executive Officer of Professor Mervyn King’s Good Governance Academy and its initiative, The ESG Exchange. She has edited two international standards: ISO 37000:2021 – Governance of organizations – Guidance and its associated Governance Maturity Model, ISO 37004:2023.

 

Carolynn makes corporate dreams come true, assisting leaders and leadership teams in how to create value for their organisations. She makes use of her expertise and experience in corporate governance, organizational strategy, Digital Transformation, and IT to do so.

 

Carolynn is an Independent Committee Member of South Africa’s largest private Pension Fund, the Eskom Pension and Provident Fund, and recently retired as Independent Committee member of several board committees for the Government Employee Medical Scheme. Carolynn has extensive management, assurance and governance experience and has held various Executive roles for international, listed, private and public organisations across many industries.

 

Carolynn is best known for her successes in establishing governance frameworks, and designing and the leading large, complex initiatives that can result. She attributes this success to the application of good governance principles. She shares her insights on her 2 LinkedIn Groups – Applying King IV and Corporate Governance Institute. 

Marc Morley

Building Partnerships for an Ethical and Sustainable Future

Good Governance Academy: Training Manager

Marc switched careers from Finance in 2012, when he moved from corporates to start-ups.

 

Marc’s first initiative in this new capacity was to help ITWinners to grow. This company is focused on helping businesses achieve their strategic goals – by building and enhancing specific capabilities.

 

Subsequently, IT Winners has grown into Executive Education Online, an organization with a passion for ethical and sustainable change, focussing on education.

 

Marc joined the Good Governance Academy in 2023 as Training Manager in a collaboration arrangement between the Good Governance Academy and Executive Education Online.

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Dr Lindie Grebe

Senior Lecturer, College of Accounting Sciences, University of South Africa

Dr Grebe is a chartered accountant and senior lecturer at the University of South Africa (Unisa). 

 

She teaches postgraduate accounting sciences through blended learning using technology in distance education, and through face-to-face study schools throughout South Africa. During her employment at Unisa, she also acted as Coordinator: Master’s and Doctoral Degrees for the College of Accounting Sciences (CAS), chairperson of the research ethics committee and chairperson of the Gauteng North Region of the Southern African Accounting Association (SAAA). 

 

Before joining Unisa as academic, she gained ten years’ experience in audit practice and in commerce.