Management by Committee?
Committees are typically constituted by cross-organizational responsibilities.
In fact, committees frequently serve as an organizational construct
to address cross-functional dependencies, coordination and cooperation. We
have analyzed over 40 committees, and we found two serious deficiencies
in most of them:
1. The relationships among committees or among a committee and
existing processes are lacking in committee charters.
2. What the committee was chartered to do and what it actually
does is inconsistent.
This is particularly true when the committee was chartered with
a strategic role. Strategy committees often evolved to an operational
decisions or at best tactical decisions role. Like a lost patrol,
the strategic focus was forgotten. Different committees serve different
roles. We have found there are nine distinct roles. A committee
may have one or some combination of these roles.
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