My organisation board meeting is split into 2 parts, with performance review as part 1, and strategy review part 2. 

Performance review is progress against targets by department head and forecast to end of year. There is a discussion of risk and corrective action – the team work well as problem solvers together, and we solve the odd cross domain issue. Commentary, decisions and actions are recorded in minutes. 

With respect to strategy – this is far less simple. While as a group we are clear on what we want to achieve, domain directors lead delivery in their areas against their personal targets, so priority for the same corporate objectives in different domains can be clearly interpreted differently. 

As a main board, we don’t have line of sight from objective to key result expected to the enabling entity that will deliver it. We can’t see that priority implementation is as we set it. So - the board meeting may be focused – but past the numeric simplicity of performance numbers, board meetings are very murky indeed, relying on opinion and position more than analysis and conclusion.

How can we resolve this?