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How have you optimized cross-org councils (product, process, experience, etc.)?
In the age where cross-organization participation is key, we often lean on councils to guide and prioritize strategic work: new products, process and flow optimization, customer and employee experience improvement, etc.) Unfortunately, the same key individuals (particularly at the senior executive level) find themselves on multiple steering committees, boards, and councils with similar goals. How have you optimized your governance and council structures to maximize their unique benefit while minimizing duplication and "council overload?"