The Earth Keeps Turning — But Governance Is Off the Rails

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.

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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.

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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.

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What defines an engaged and responsible board chair:

• Ask the right questions, at the right time. Don’t hesitate to demand clear and frequent accountability—especially for projects with high financial risk.
• Foster healthy, constructive tension. Encourage open and critical debate rather than seeking superficial consensus. An effective board is one that dares to confront issues while maintaining respect and collaboration.
• Ensure the quality of the information received. Demand rigorous and independent analysis to make informed decisions—don’t settle for the perspective presented by management alone.
• Actively manage risks. Put a risk committee in place or ensure that risk management responsibilities are clearly defined and fulfilled, especially by closely monitoring vulnerable areas in major projects.
• Ensure the board has the right expertise. Make sure members bring the necessary skills—particularly for complex initiatives like digital transformations—and bring in outside experts when needed.
• Maintain independence and accountability while remaining a strategic partner to management. The board’s role is not to systematically oppose management, but to support it, challenge its thinking, and help the organization grow—in the interest of all stakeholders.

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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.

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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.

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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.

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— Roxanne Lessard, Founder & CEO, Panorama