executive leader
As an executive leader, you must be already exposed to multiple types of governance and hopefully addressing the potential synergies of making it right.
At CEO level, the focus might be on streamlining the link and assurance from operational reporting, risk management and internal controls onto the Board, whilst passing back to the organisation strategic guidance and the leadership it requires.
When at the Functional level (Sales, Finance, People, etc), main attention might be on ensuring vertical and horizontal integration, adequate transformation and change governance, which only improves the operational side and delivers against commonly and widely shared culture and strategy.
Some questions to ask yourself:
Are key governance components integrated?
How can robustness of the frameworks be tested?
Is level of in-built conflict still constructive?
What is the cost to maintain all the governance frameworks? Is there duplication and/or waste?
Some holistic opportunities:
Review and formalise governance procedures across levels using value stream mapping
Perform conformance checking of key operational procedures
Independently review quality of transformation deliverables against operational governance