Citing struggles with effective oversight and monitoring, Professor Laura Spira (“Post Office scandal exposes board structure limitations”, Letters, January 18) questions whether the corporate board structure is appropriate for government and public sector entities.
Whether in the public or private sector, it is the behaviour of the nonexecutive directors which is critical to a properly functioning board. They should be curious and questioning so the board does not become an echo chamber for the views of the executive directors or for the chair. Good boards should thrive on transparency, scrutiny and challenge. Otherwise they risk becoming too internally focused, unable to question long-held views or a course of action, and overly fixated on protecting their reputation.
It may at times be a struggle, but effective oversight and monitoring by the board should be the very essence of the non-executive director role, ensuring boards work properly.
Barry T Gamble
Senior Adviser, Non-Executive Directors Association, Banbury, Oxfordshire, UK
