Organisations often recognise when they need stronger governance, independent challenge or greater operational assurance. A new role is created with a clear mandate to ask difficult questions, challenge established thinking and strengthen decision making.

The recruitment process can be equally clear. The organisation wants someone independent, someone prepared to speak up, someone who won't simply accept how things have always been done. Then the role begins.

Challenge is welcomed while it remains comfortable, but when questions reach established decisions, senior colleagues or long-standing ways of working, that welcome can quickly disappear. Independence exists in principle, but exercising it becomes considerably more difficult.

The problem isn't necessarily the role. It's the gap between the organisation it aspired to become when recruiting for it and the organisation it currently is. Closing that gap will inevitably create some tension. If the organisation isn't prepared to tolerate the discomfort that genuine challenge brings, it's unlikely to ever reach the aspiration it recruited the role to help achieve it.

Creating a role gives someone responsibility, allowing them to exercise it gives them authority.