The role of directors in such divergent organisational settings, therefore, needs a nuanced appreciation. Let me end these general observations with an anecdote. When I was working in the World Bank in late 1970s, I joined the George Washington University for getting a taste of education in a foreign university. I took a course in management services.
The Professor emphasised various aspects of organisational behaviour. I found that the best interest of the organisation that one serves was missing in the analysis. When I queried, he said: “it is your boss who interprets to you, what is good for the organisation”.