What can governance do to ensure the continual improvement of organiza
tional performance? This article explores this question, with particul
ar emphasis on two central considerations. First, what constitutes goo
d governance? Second, what are the sources of and opportunities for le
veraging performance available to governance? We argue that focusing o
n strategy, evaluating performance, and developing the means to learn
are the key venues available to governance for leveraging its own and
organizational performance.