The case illustrates an aspect of board work that is seldom witnessed: a board’s self-reflection exercise and the subsequent recognition that its governance practices need to be transformed. It also offers a great opportunity to engage in discussion about major theoretical issues, such as the debate about the effectiveness and positive impact of independent directors vis-à-vis shareholder/stakeholder board representation. At the practical level, the case opens a window on the efforts of progressive boards in building and establishing processes conducive to sound governance practices. The case provides a platform for organizations considering the transformation of their governance practices and is relevant to both non-profit and for-profit organizations. It encourages reflection about governance whatever the nature of the organization and thus illustrates the applicability of principles of corporate governance to non-profit/humanitarian organizations. The lessons drawn from this case- should also appeal to private companies since they highlight the challenges and opportunities that governance transformation presents. Some elements of the case have been disguised for reasons of confidentiality.
