Articles by Alan Hough
Alan Hough, PhD, is a sometimes academic, sometimes consultant and sometimes practicing board member. He was a Senior Research Fellow with QUT’s Australian Centre of Philanthropy and Nonprofit Studies, and has published on governance theory, board monitoring practices, and board involvement in strategy. More recently, Alan has worked as a consultant assisting disability service providers prepare for the National Disability Insurance Scheme, and in embracing purpose-driven organisational models. He is the lead author on the chapter on Australia in Global Best Practices For NGO Boards: Lessons From Around the World
Keeping it Simple by Emphasising Purpose
Complexity abounds in modern organisations, including in their boards. Many organisations – of all sizes – are run as if they are bureaucracies, with lots of hierarchy and lots of organisational rules. Of course, some hierarchy and some rules can be appropriate and can help organisations achieve their missions. However, there is an increasing trend towards challenging bureaucracies from thought leaders such as Ricardo Semler of Brazilian company Semco; Frederic Laloux and his influential book Reinventing Organizations; and Yves Morieux of Boston Consulting Group and his six rules for simplifying organisations.