Cultural governance
The composition of a board, the division of roles between management and supervision, and the way decisions are prepared and evaluated—these are not formalities. DDJ& supports organisations in structuring governance with care: through transparent recruitment, objective criteria, and clear agreements on responsibility. Governance does not end with an appointment. It requires an ongoing conversation about independence, integrity, and the quality of decision-making.
1. Recruitment and composition
The quality of governance starts with the people at the table. That is why we organise recruitment as a careful and transparent process. In practice, this means:
- a clear analysis of the organisation’s current phase
- a profile based on missing expertise and the perspectives needed
- predefined selection criteria and a structured assessment applied consistently to all candidates
This ensures that the final decision is transparent and well-founded—not based on familiar networks, but on suitability and complementarity.
2. Multiple perspectives and independence
A board functions more effectively when different perspectives are genuinely represented. Not as an end in itself, but because varied backgrounds and experience strengthen the quality of decision-making. We therefore look explicitly at:
- diversity in professional experience and societal perspective
- the ability to form independent judgement
- the willingness to question critically without taking over the role of management
Multiple perspectives require ongoing attention. It is a continuous process of listening, weighing, and adjusting.
3. Clarity of roles and agreements
Effective governance depends on clear agreements about:
- the separation between management and supervision
- information flow and preparation
- the division of responsibilities within committees
- regular reflection on strategy, risks, and leadership performance
When roles are explicit, there is space for substantive dialogue rather than unspoken expectations.
4. Remuneration
Supervision takes time and preparation. Appropriate remuneration helps ensure that responsibility is shared fairly and expectations are clear.
It also improves accessibility for people who cannot afford to contribute their time without compensation. This leads to boards that are more representative and broadly composed.
5. Evaluation as part of governance
Effective governance requires periodic reflection. We therefore support evaluations that not only look back, but also identify where improvement is needed—through individual reflection, collective dialogue, and concrete follow-up actions.
Governance requires a tailored approach
That is why we do not start with names, but with the task at hand: what is missing, what needs to be sharpened, and which responsibilities require attention now? These questions guide our recruitment, evaluations, and advisory work on governance.
Not a matter of moving pieces around, but of careful consideration—with deliberate space for perspectives that are not yet naturally represented at the table.
