Having a high-performance board is a critical business tool for privately-held companies and family businesses to utilize. They improve business performance, increase company value and ensure the delivery of a higher return to shareholders and other stakeholders. Sirdar’s unique methodology of guiding high-performance boards blends best practice thinking, holistic governance models, the practical application of governance principles and the provision of independent non-executive directors and a team to guide the enterprise. This delivers real value to the companies in which we are involved and we see an immediate positive impact as well as increase in sustained profitability and value in the businesses we work with.
Sirdar Adventure Governance
An introductory level of governance implementation, with bi-monthly board meetings, two accredited Sirdar independent directors, on-going governance support and director training, and governance mentoring for the chief executive in alternate months.
Key Value Drivers
Practical implementation of introductory governance.
Development of the chief executive in governance-supporting competencies.
Focused business growth.
Sirdar Expedition Governance
A more intense foundational governance implementation aimed at accelerated growth, with monthly board meetings, two accredited Sirdar independent directors, and on-going governance support and training. Suitable for those companies with an established and functional executive team capable of supporting the governance process.
Key Value Drivers
Practical implementation of intensified, foundational governance.
Leveraging of strategic management capabilities.
Focused business growth.
Sirdar Ascent Governance
An advanced level of governance implementation aimed at higher altitude companies, with bi-monthly board meetings, at least two accredited Sirdar independent directors, high altitude directors where appropriate, a finance and risk committee, a human capital committee, additional committee specialists, a formal annual general meeting, and an annual strategic full-day workshop.
Key Value Drivers
Practical implementation of advanced governance.
Specialist management development expertise.
Advanced strategic planning.
Formalised shareholder engagement.
Focused business growth.
Sirdar’s approach to guiding high-performance boards utilises the Sirdar Governance Compass. This tool enables directors and boards to practically understand their role and responsibility and effectively fulfill it.

Our experience in guiding high-performance boards of privately-held and family companies has shown us that the principles of governance need to be encapsulated in a simple yet powerful and meaningful way in order to be effectively understood in this sector. As such, we developed the Sirdar Enterprise Governance Compass as a model to communicate the principles of governance and create clarity on the roles and responsibilities of the boards of directors that we work with. The Sirdar Enterprise Governance Compass provides a comprehensive, holistic and integrated approach to enterprise governance. It integrates Sirdar’s four cardinal points of governance and the eight dimensions thereof.
This model has helped countless executive and non-executive directors to focus and prioritise governance activity in relation to what a business needs at a particular point in time. It also helps boards to evalu¬ate the level of governance achieved across the entire business so that planning for improvements can take place. Just as governance itself does, the Sirdar Enterprise Governance Compass provides a structure and philosophy that enables the business and its team to focus on what is most important.
Directors, both executive and non-executive, are required to apply their minds to the business at hand and determine what is most appropriate in terms of the pace and priority of the corporate governance components to be implemented. As we do at Sirdar, it is important to begin with a detailed assessment that defines the gap between where the business is now compared to the defined ‘gold standard’ to be strived for or, in other words, the ultimate governance foundation. In so doing, you can plan for and prioritise what is most important and in what sequence it should be brought into the company. It does not all have to happen now. Like climbing any mountain, it is a journey you take step by step.
Traversing the Avalanche by Carl Bates, Chapter 15