In corporate governance practice, we are familiar with the process of planning, implementation and achievement of the objectives set out in the plan.

I take this time to share my views and experiences in planning, implementation and achievement as an actor in the process.

I am of the view that in all the activities outlined above, there is resource allocation. One of the most valuable resources at our disposal is time …a diminishing and non-renewable resource. The management of time requires skill and attention because of its impact on achievement of the strategic plan.

It is important to classify the activities envisaged in the perfection of the corporate strategy into planning, action, monitoring and evaluation and achievement (which is the end game!).

Meetings in my view is the planning component of implementation of a strategic plan… for example, Board meetings produce the necessary policies and authorizations Management needs to execute the strategic plan and Management meetings produce the “how to” decisions as the corporate heads to achievement of the plan.

Back to the issue of time, it is important for actors to never lose sight of the fact the end game is to achieve the goals and everything in between must happen within the timeframe allocated for achievement.

There has been discourse on how long an effective meeting should take and some proponents have prescribed a time standard. Without delving into recommendations in that regard, I propose that actors are mindful that whereas time may be allocated for meetings, by proportion, more time must be set aside for actually getting the plan off the paper and into action.

Actors are expected to gauge the time factor as they progress to the end game. Avoid being meeting masters at the expense of attainment of strategic objectives…

Let’s share…