{"id":2735,"date":"2026-06-01T10:35:14","date_gmt":"2026-06-01T10:35:14","guid":{"rendered":"https:\/\/sawaryn.com\/uslugi\/improving-corporate-governance\/"},"modified":"2026-07-14T16:34:52","modified_gmt":"2026-07-14T16:34:52","slug":"improving-corporate-governance","status":"publish","type":"service","link":"https:\/\/sawaryn.com\/en\/uslugi\/improving-corporate-governance\/","title":{"rendered":"Improving Corporate Governance"},"excerpt":{"rendered":"

We clarify roles, decisions, and rules of collaboration within the company so that the management team can operate more efficiently, owners have greater control, and the organization doesn\u2019t waste time on confusion over responsibilities, tensions, and unclear accountability.<\/p>\n","protected":false},"featured_media":0,"template":"","meta":{"_acf_changed":false},"specialization":[1213],"practice_area":[],"class_list":["post-2735","service","type-service","status-publish","hentry","specialization-corporate-law"],"acf":{"short_description":"We clarify roles, decision-making and the rules for working together within the company so that the management board can operate more efficiently, owners have greater control, and the organisation does not lose time to unclear divisions of responsibility, tensions and uncertain accountability.","full_description":"As a company grows, the informal management model stops working<\/strong>\n\nWe clarify roles, decisions, and rules of collaboration within the company so that the management board can operate more efficiently, owners have greater control, and the organisation doesn\u2019t waste time on confusion over responsibilities, tensions, and unclear accountability.\n\nOn the right: a clear diagram of the company\u2019s structure with three levels: shareholders, management board, and supervisory board. Simple decision-making, approval, and reporting paths are clearly shown. The design is modern, professional, and organized. The image is intended to convey control, transparency, and efficient management. \n

CUSTOMER'S PROBLEM<\/h2>\nAt first, many issues can be handled \u201con the fly.\u201d On a larger scale, however, this usually stops working. There are more decisions to make, the responsibility is greater, and the lack of clear rules begins to cost management time, slow down operations, and resurface with every major ownership or supervisory issue. \n\n\u201cThe larger the company, the more costly the lack of clear operating principles becomes. Well-designed corporate governance is intended to ease the burden on management, clarify ownership relations, and provide the company with a predictable decision-making process.\u201d \n\nThis service is for companies that have grown out of an informal operating model but perform not want to get bogged down in excessive procedures. We help companies transition from improvisation to a structured management system-one that clarifies responsibilities, strengthens oversight, and better prepares the organisation for further growth. \n

MOST COMMON PROBLEMS \/ CHALLENGES<\/h2>\nTile 1<\/strong>\n\nIt is unclear who should make the decision<\/strong>\n\nThe lines between management, shareholders, and the supervisory board are beginning to blur. Issues get passed back and forth between people, decisions take longer, and accountability becomes unclear. \n\nWe are streamlining the decision-making process: who makes decisions, what requires a resolution, when approval is needed, and what the proper workflow should look like.\n\nBusiness benefit:<\/strong> faster decisions and fewer disputes over responsibilities.\n\nThe risk of inaction:<\/strong> more and more bottlenecks, errors, and decisions made under unclear circumstances.\n\nTile 2<\/strong>\n\nThe management board operates without the freedom to make decisions<\/strong>\n\nResponsibility is increasing, but the decision-making process remains unclear, inconsistent, or poorly documented. This increases pressure and makes it difficult to manage the situation calmly. \n\nWe design the operating principles of governing bodies and the procedures for documenting decisions so that accountability is clear and the management board operates according to a more predictable model.\n\nBusiness benefit:<\/strong> greater control over risk and better conditions for decision-making.\n\nThe risk of inaction:<\/strong> \u201cshortcut\u201d decisions, weaker process safeguards, and a growing burden on managers.\n\nTile 3<\/strong>\n\nThe shareholders have different expectations, but there are no clear rules for their collaboration<\/strong>\n\nAs a company grows, \u201cday-to-day\u201d arrangements are no longer sufficient. What once worked on a relational basis begins to create tension when it comes to key decisions. \n\nWe help translate ownership expectations into sustainable principles for influence, escalation, collaboration, and dispute resolution.\n\nBusiness benefit:<\/strong> greater predictability in key decisions and less tension among owners.\n\nRisk of inaction:<\/strong> recurring conflicts over every major issue and development being stalled by an unclear basis for cooperation.\n\nTile 4<\/strong>\n\nThe company is growing faster than its corporate governance<\/strong>\n\nA new stage of development, an investor, new shareholders, or decisions on a larger scale reveal that the current management model is no longer sufficient.\n\nWe are developing a governance model tailored to the company's current scale and dynamics-one that supports growth rather than hindering it.\n\nBusiness benefit:<\/strong> greater organisational readiness for growth and changes in ownership.\n\nThe risk of inaction:<\/strong> a company\u2019s growth on unstable foundations, which sooner or later will begin to cost time, energy, and money.\n\nTile 5<\/strong>\n\nThe documents exist, but they don't guide practice<\/strong>\n\nRegulations, resolutions, and policies exist, but they are inconsistent, outdated, or of no use in the day-to-day work of the governing bodies.\n\nWe update and simplify documents so that they are usable in practice, not just formally correct.\n\nBusiness benefit:<\/strong> Documents begin to support management rather than being a mere formality.\n\nThe risk of inaction:<\/strong> continued improvisation and red tape that fails to provide protection when it is truly needed.\n\nTile 6<\/strong>\n\nThe supervisory board and the management board lack a well-established working relationship<\/strong>\n\nIn practice, roles overlap, materials arrive too late, and some matters end up in the wrong place. This creates friction and delays. \n\nWe establish a framework for cooperation between the corporate bodies: the pace of work, standards for materials, reporting guidelines, and communication channels.\n\nBusiness benefit:<\/strong> more efficient operations and less tension in day-to-day management.\n\nThe risk of inaction:<\/strong> overlapping responsibilities, overburdening key personnel, and increasingly ineffective oversight.\n

HOW OUR SOLUTION WORKS<\/h2>\nWhat exactly you receive as part of the service?\n\nThis is not a review of documents or a collection of general recommendations. We design and implement a corporate operating model that clarifies responsibilities, decision-making, ownership relations, and the day-to-day operations of corporate bodies. The goal is to create a system that works in practice-not just on paper. \n\nMap of Gaps, Tensions, and Risks<\/strong>\n\nWe analyze the company's structure, documents, the roles of its governing bodies, ownership relations, and the actual decision-making process.\n\nA clear assessment of what is currently holding the company back and where the greatest risks lie.\n\nA Clear Division of Roles and Responsibilities<\/strong>\n\nWe are clarifying the rules governing the operations of the management board, the supervisory board, and the shareholders, as well as the limits of their liability.\n\na target model for how corporate bodies should operate and less confusion over their respective responsibilities.\n\nPractical Guidelines for Partner Collaboration<\/strong>\n\nWe translate owners' expectations into practical guidelines for exerting influence, reaching agreement on key issues, and resolving tensions.\n\ngreater predictability in ownership relations and fewer decisions blocked by unclear agreements.\n\nA Clear Decision-Making Process Within the Company<\/strong>\n\nWe determine which matters are referred to the management board, which require approval by the owners or the supervisory board, and how to document the decision-making process.\n\nFewer bottlenecks, greater predictability, and a stronger defence of the decision-making process.\n\nA set of ready-to-use documents<\/strong>\n\nWe draft or update bylaws, policies, resolutions, reporting guidelines, and other documents governing corporate governance.\n\na cohesive set of tools that support management, rather than creating yet another layer of red tape.\n\nStandard Operating Procedures for Day-to-Day Operations<\/strong>\n\nWe establish the work schedule, calendar, standards for materials, and checklists for the day-to-day collaboration between the management board, the supervisory board, and the owners.\n\nsimpler work organisation and less reliance on the memory of individual people.\n\nImplementation and refinement of the model in practice<\/strong>\n\nWe help implement a new operating model and refine it where the business indicates a need for change.\n\nThere's a better chance that the new model will actually work, rather than just remaining a recommendation.\n

WHO IS THIS SERVICE FOR?<\/h2>\nFor companies that no longer want to manage \"by gut feeling\"\n\nThis service is for organisations that realize their company no longer fits within an informal operating model. There are more decisions to make, greater responsibilities, and the current way of working is beginning to create bottlenecks, tensions, and risks. \n\nMini-Case 1 - for Olek<\/strong>\n\nThe company is growing rapidly, with new shareholders, investors, or members of the supervisory board joining. The current operating model is beginning to slow down decision-making and limit the management board\u2019s effectiveness. \n\nWhy this is for you:<\/strong> We help clarify the rules for collaboration and accountability so that your company doesn't lose momentum as it grows.\n\nMini-Case 2 - For Bob<\/strong>\n\nIn a mature company, a lack of structure begins to pose a real risk to management, owners, and the value of the business. What is needed is management stability, greater control, and a predictable operating model. \n\nWhy this is for you:<\/strong> You get a clear system for how the corporate bodies operate and decisions are made, which reduces chaos without requiring you to manually keep track of everything.\n\nMini-Case 3 - For Zosia<\/strong>\n\nOn the operational side, resolutions, materials, meetings, and communication with the corporate bodies need to be handled, but today everything relies on improvisation and the memories of individual people.\n\nWhy this is for you:<\/strong> We implement specific guidelines, workflows, and checklists that make your day-to-day work easier and provide material that you can clearly share with the rest of the organisation.\n

STAGES OF WORK<\/h2>\nHow We Manage a Project\n\nThe process is designed to quickly identify the root of the problem, translate that into a target operating model, and help implement it in practice-without placing an undue burden on the client\u2019s team. \n\nStep 1. Diagnosis and Prioritization Map <\/strong>\n\nWe gather information about the company\u2019s structure, governing bodies, ownership relations, documents, and actual decision-making processes. We look not only at the documents, but also at how the company actually operates. \n\nWhat the client gains:<\/strong> a clear picture of the issues, tensions, and priorities that need to be addressed.\n\nStep 2. Design of the Target Governance Structure <\/strong>\n\nWe offer a management model tailored to the company\u2019s size, operational dynamics, and ownership structure. We define the roles of the governing bodies, decision-making processes, and principles of cooperation. \n\nWhat the client gains:<\/strong> a coherent operational model instead of a set of disjointed recommendations.\n\nPhase 3. Documentation and Operational Implementation <\/strong>\n\nWe translate these findings into regulations, policies, resolutions, procedures, and work standards. We make sure they are practical, not just formally correct. \n\nWhat the client gains:<\/strong> concrete tools for implementing the new system.\n\nStep 4. Stabilizing Operations <\/strong>\n\nWe assist with initial decisions, communication between corporate bodies, and refining the model where practical experience calls for adjustments.\n\nWhat the client gains:<\/strong> greater confidence that the new model will actually be implemented, rather than remaining on paper.","icon":null,"order_within_specialization":0,"flexible_content":[{"acf_fc_layout":"hero","section_header":{"section_header":{"eyebrow":"","heading":"As a company grows, an informal management model stops working","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"We clarify roles, decision-making and the rules for working together within the company so that the management board can operate more efficiently, owners have greater control, and the organisation does not lose time to unclear divisions of responsibility, tensions and uncertain accountability.","":null,"heading_tag":"h1","heading_style":"hero","alignment":"left"}},"actions":{"button_cluster":{"intro":"","buttons":[{"button":{"link":{"title":"Get an initial assessment of risk areas and decision-making bottlenecks","url":"#contact","target":""},"variant":"primary","icon":"arrow","icon_size":"inherit","size":"default","aria_label":""}}],"alignment":"left"}},"media":{"media":{"image":"","mobile_image":"","object_position":"center","object_position_custom":""}},"section_meta":{"anchor_id":"","is_enabled":true},"variant":"split","mobile_body_card":false},{"acf_fc_layout":"person_cta","person":2695,"section_header":{"section_header":{"eyebrow":"","heading":"A lack of clear rules begins to consume management board time, slow operations and resurface whenever a significant ownership or supervisory matter arises.","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"The larger the company, the more costly a lack of clear operating rules becomes. Well-designed corporate governance should reduce the burden on the management board, structure owner relations and give the company a predictable decision-making framework.","":null,"heading_tag":"h2","heading_style":"compact","alignment":"left"}},"carousel_settings":{"carousel_settings":{"autoplay_mode":"default","autoplay_delay":6.5}},"actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}}},{"acf_fc_layout":"expandable_box","section_header":{"section_header":{"eyebrow":"Common problems and challenges","heading":"The most common problems we solve","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"problem_title":"It is unclear who should make the decision","teaser_description":"The boundaries between the management board, shareholders and supervisory board begin to blur. Matters pass from person to person, decisions take longer and accountability becomes unclear.","solution_title":"","solution_description":"

We structure the decision-making framework: who decides, what requires a resolution, when approval is needed and how matters should be properly routed.<\/p>\n\n

Business benefit:<\/strong> faster decisions and fewer disputes over responsibilities.<\/p>\n\n

Risk of inaction:<\/strong> increasing numbers of bottlenecks, errors and decisions made through unclear procedures.<\/p>","icon":"","accent":"pink","open":false},{"problem_title":"The management board lacks confidence in its decision-making","teaser_description":"Responsibility increases, but the decision-making process remains unclear, inconsistent or poorly documented. This adds pressure and makes considered management more difficult.","solution_title":"","solution_description":"

We design rules for how the corporate bodies operate and how decisions are documented, making accountability clear and enabling the management board to work within a more predictable framework.<\/p>\n\n

Business benefit:<\/strong> greater control over risk and better conditions for decision-making.<\/p>\n\n

Risk of inaction:<\/strong> decisions made by taking shortcuts, a less defensible process and a growing burden on management.<\/p>","icon":"","accent":"violet","open":false},{"problem_title":"Shareholders have different expectations, but no clear rules for working together","teaser_description":"As the business grows, ad hoc arrangements are no longer enough. What once worked through personal relationships begins to create tension around key decisions.","solution_title":"","solution_description":"

We help turn owners' expectations into lasting rules on influence, escalation, cooperation and dispute resolution.<\/p>\n\n

Business benefit:<\/strong> greater predictability in key decisions and fewer tensions among owners.<\/p>\n\n

Risk of inaction:<\/strong> conflicts recurring whenever a significant matter arises and growth being blocked by an undefined basis for cooperation.<\/p>","icon":"","accent":"blue","open":false},{"problem_title":"The company is growing faster than its corporate governance","teaser_description":"A new stage of growth, an investor, new shareholders or a greater volume of decisions reveals that the existing management model is no longer sufficient.","solution_title":"","solution_description":"

We create a governance model suited to the company's current scale and dynamics-one that supports growth rather than slowing it down.<\/p>\n\n

Business benefit:<\/strong> better organisational readiness for growth and ownership changes.<\/p>\n\n

Risk of inaction:<\/strong> the company grows on unstable foundations that will sooner or later cost time, effort and money.<\/p>","icon":"","accent":"orange","open":false},{"problem_title":"The documents exist, but do not structure day-to-day practice","teaser_description":"Rules of procedure, resolutions and policies exist, but are inconsistent, outdated or unsuitable for the corporate bodies' day-to-day work.","solution_title":"","solution_description":"

We update and simplify documents so that they are operationally useful, not merely formally correct.<\/p>\n\n

Business benefit:<\/strong> documents begin to support management instead of becoming a box-ticking exercise.<\/p>\n\n

Risk of inaction:<\/strong> continued improvisation and formalities that offer no protection when it is genuinely needed.<\/p>","icon":"","accent":"pink","open":false},{"problem_title":"The supervisory board and management board lack a well-structured working relationship","teaser_description":"In practice, roles overlap, materials arrive too late and some matters are directed to the wrong body. This creates friction and delays.","solution_title":"","solution_description":"

We establish a framework for cooperation between the corporate bodies: working cycles, standards for materials, reporting rules and communication channels.<\/p>\n\n

Business benefit:<\/strong> more efficient work by the corporate bodies and less tension in day-to-day management.<\/p>\n\n

Risk of inaction:<\/strong> overlapping responsibilities, key people becoming overburdened and increasingly ineffective supervision.<\/p>","icon":"","accent":"violet","open":false}],"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"box_variants","variant":"process-detail","section_header":{"section_header":{"eyebrow":"Our solution","heading":"What exactly the service provides","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"This is not a document review or a set of general recommendations. We design and implement a corporate operating model that structures responsibilities, decisions, ownership relations and the day-to-day work of the corporate bodies. 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There are more decisions and greater responsibility, while the existing way of working begins to create bottlenecks, tensions and risk.","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"title":"The company grows while decisions slow down","description":"","body":"The company is growing quickly, and new shareholders, an investor or a supervisory board appear. The existing operating model begins to slow decisions and limit the management board's ability to act.\n\n ","tags":"","count":"","accent":"pink","icon":""},{"title":"Responsibility is no longer clear","description":"","body":"In a mature company, disorganised governance begins to pose a real risk to the management board, owners and business value. The company needs management stability, greater control and a predictable operating model.","tags":"","count":"","accent":"violet","icon":""},{"title":"Knowledge is fragmented","description":"","body":"Operationally, resolutions, materials, meetings and communication with the corporate bodies must all be handled, but currently everything relies on improvisation and the memory of individual people.","tags":"","count":"","accent":"blue","icon":""}],"footer_heading":"","footer_tags":"","actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}},"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"cooperation_process","section_header":{"section_header":{"eyebrow":"Stages of our work","heading":"How we run the project","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"The process is designed to identify the real problem quickly, translate the findings into a target operating model and help put it into practice-without placing an unnecessary burden on the client's team.","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"steps":[{"title":"Assess and map priorities","description":"We review the company\u2019s structure, governing bodies, ownership relationships, documents and actual decision-making. 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It usually resurfaces precisely when the stakes are highest: during a significant management board decision, tensions between shareholders, an ownership change or entry into a new stage of growth.\n\nIn a few points, describe how the management board, shareholders and decision-making workflow currently operate in your company. In response, we will identify the elements that most need to be structured and suggest a sensible next step.","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"person":null,"person_eyebrow":"","person_body":"They will follow up with any questions or recommend a next step.","response_title":"Quick response","response_body":"We usually respond within two hours on business days.","form":{"cf7_form":null,"name_label":"","name_placeholder":"","phone_label":"","phone_placeholder":"","email_label":"","email_placeholder":"","message_label":"","message_placeholder":"","privacy_text":"","newsletter_text":"","button_label":""},"background":null,"section_meta":{"anchor_id":"","is_enabled":true}}]},"_links":{"self":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service\/2735","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service"}],"about":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/types\/service"}],"version-history":[{"count":0,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service\/2735\/revisions"}],"wp:attachment":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/media?parent=2735"}],"wp:term":[{"taxonomy":"specialization","embeddable":true,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/specialization?post=2735"},{"taxonomy":"practice_area","embeddable":true,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/practice_area?post=2735"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}