At Qantas, the organization realized that the main failure of organization boards came from vested interest of board members and lack of clarity of the input the board members were required to put into the company. To tackle this, Qantas has eleven board members. Apart from the chairman and the CEO, the other nine are non-executive board members (Qantas, 2013). Each of them has specific departments that they are in charge of. This reduces ambiguity on the roles they should perform. Through the good structure of the board, the company has a high level of competence from the highest organ to the front line employees.