FACI was engaged by a state-owned entity where persistent tension between the board and executive management was undermining strategic focus. Both sides expressed frustration, citing unclear roles, overlapping authority, and inconsistent decision-making.
FACI undertook a governance review centred on how oversight and management interacted in practice. Through confidential consultations, FACI identified mismatched expectations, gaps in strategic engagement, and governance behaviours that contributed to mistrust.
Rather than prescribing structural fixes, FACI facilitated a reset process that enabled board members and executives to recalibrate responsibilities, rebuild trust, and refocus on the organisation’s mandate. Attention was given to how decisions were framed, challenged, and owned.
The engagement resulted in improved board cohesion, clearer oversight practices, and more constructive engagement with management. The organisation emerged with stronger governance confidence and improved strategic alignment.
