Governance frameworks fail in two directions. Some are so detailed that teams route around them to get work done, which leaves the organisation with documentation that describes a process nobody follows. Others are so light that nobody can say who was authorised to commit the business to a particular obligation.
The useful middle ground starts with a delegation of authority. A single page that states who can approve what, up to which value, resolves a surprising proportion of governance ambiguity. It also gives new managers an immediate answer to a question they would otherwise have to ask.
The second element is a record of decisions. Not minutes of everything, but a consistent record of material decisions: what was decided, on what basis, and by whom. This becomes valuable long before anyone expects it to — typically during a financing round or a diligence exercise.
The third is a review cadence. Policies that are never revisited drift out of alignment with practice within a year or two. Assigning each policy an owner and a review date keeps the framework honest.
Governance sized this way costs little to maintain and gives management something genuinely useful: a clear, defensible account of how the organisation makes decisions.
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