The recent testimony of Guy Morneau, former Chair of the Board of Directors of the SAAQ, before the Gallant commission is deeply troubling. Hearing a board chair downplay a cost overrun of $300 to $500 million by saying "that’s not what’s going to stop the Earth from turning" is not only disappointing—it reveals a troubling governance mindset that trivializes issues that are, in fact, fundamental: financial discipline, fiduciary responsibility, and public trust.
This kind of rhetoric is never harmless. It sends a clear message about the tone that likely prevailed around the board table at the time: one of tolerance toward mismanagement and a tendency to minimize risks. But the role of a board chair is far from symbolic. It requires setting the tone through example, asking the hard questions, demanding transparency, and providing mobilizing leadership to ensure that strategic projects are carried out within budgets, timelines, and best practices.
What’s at stake here isn’t just a budget line—it’s trust. The trust of citizens, employees, partners… and in this case, taxpayers.
At Panorama, we deeply believe that the board chair’s posture has a ripple effect on the entire governance dynamic. A chair who is rigorous, committed, and aware of their critical role influences the quality of discussions, the board’s ability to act as a true watchdog, and ultimately, the creation of value for the organization and its stakeholders.
So no, the Earth may not stop turning. But if we continue to tolerate this kind of mismanagement, it’s the citizens who will turn their backs on our institutions.
It’s time to demand better and adopt exemplary practices. Because it’s through constructive, impact-driven dialogue between boards and management that we’ll truly move organizations forward and rebuild trust.
— Roxanne Lessard, Founder & CEO, Panorama