If you've ever worked on a steering committee, managed a digital program, or tried to modernize a government process, you’ve probably felt the sting of a governance model that looked great on paper—but completely fell apart in practice. 

Why does governance fail? What challenges do we face when trying to establish it? And most importantly, what do we need to do to make it actually work? 

The illusion of governance 

Just because a governance model exists doesn’t mean it’s effective. You can have all the right documents, charters, roles, and committees, but if nobody's being held accountable, if the decision-making process is murky, or if everyone’s avoiding tough calls—your governance structure is just window dressing. 

Governance fails when: 

• There's no clear owner for outcomes 

• Decision rights are scattered or unclear 

• Transparency is limited to a handful of insiders 

• The people in the room don’t feel empowered—or worse, don’t feel responsible. 

The result? Delays, duplication, confusion, and programs that lose momentum. 

 
Common governance pitfalls 

1. Over-engineered structures 
We sometimes build governance like we’re designing a spaceship—layer after layer, approvals upon approvals. It slows down delivery and actually removes clarity instead of creating it. 

2. The myth of consensus 
Trying to get everyone to agree before acting sounds great, but in practice it often paralyzes progress. Not every decision needs to be unanimous—some just need to be made and owned. 

3. Lack of transparency 
When decisions happen behind closed doors—or when information is selectively shared—it erodes trust. People disengage. They don’t feel part of the process, and that breaks the whole system down. 

4. Accountability without authority 
We put someone “in charge” of something but don’t give them the authority to make the calls they need to. That’s not fair—and it guarantees failure. 

 
The core ingredients of effective governance 

What does good governance actually look like: 

1. Clear accountability 
Every initiative, every process, every product—someone needs to own it. That doesn’t mean micromanaging; it means being responsible for outcomes, decisions, and trade-offs. Accountability has to be visible, not implied. 

2. Decision-making clarity 
Who decides what? When? How? Based on what information?  

If you can’t answer those questions quickly, your governance is already in trouble.  

Set clear decision rights, and don’t be afraid to document and socialize them. 

3. Transparency as a principle, not an afterthought 
Governance only works if people trust the process. That means sharing how and why decisions are made, opening up meeting notes, and welcoming scrutiny—not hiding from it. 

4. Empowered roles, not ornamental ones 
If you’re asking people to govern, make sure they have the authority, tools, and support to actually do it. Too many governance bodies are filled with people who attend but don’t influence anything. 

5. Regular reflection and adaptation 
Governance isn’t a “set it and forget it” thing. You need to revisit how it's working, what’s broken, and what needs to evolve. Build feedback loops into your governance model—quarterly retrospectives, even anonymous surveys. 

Making governance a leadership priority 

Governance is not a checkbox. It’s not about compliance—it’s about confidence. 
  

The confidence that people know what to do. The confidence that decisions are timely. The confidence that accountability means something. 

You have to model it. Be transparent about your decisions. Own your trade-offs.  

Give people below you the room—and the responsibility—to do the same. 

Governance is leadership in action. And it either builds momentum—or breaks it.