Argues that few directors know what their role is. Having had no training or development, directors can revert back to managing, rather than direction‐giving. Discusses the new pressures which are forcing directors to rethink their roles. Directors must act as the business brain of the enterprise, rather than engage in head‐down managing. Argues that the learning board′s major role is the creation of a learning organization, and that learning cycles are necessary, which bring policy formulation, strategic thinking and operational review into a natural rhythm.
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