The power balance between employers and potential and current employees is shifting. Boards and CEOs would do well to heed the risks arising.
The pandemic has given us a chance to question why we work, where we work, how we work. This is our opportunity to create truly inclusive and enabling organisational cultures.
Board directors and chairs should take bullying seriously; it can hamper an organisation's ability to perform and their own ability to fulfil their statutory and fiduciary duties.
The multi-headed hydra of cyber security is now a national security problem. Bits of that hydra are out of the boardroom but the bits that remain in the boardroom continue to need vigilance and and an understanding of risk controls.
Identifying and managing conflicts of interest, both professional and personal, is one of the key challenges for board and committee chairs, so they can ensure directors properly discharge their duty of care towards the organisations they oversee.
Board refreshes cannot always be fully planned but they provide an opportunity for boards to renew their purpose, their culture, their skills for a positive impact on the organisations they oversee.
Finding a solution is hugely dependent on defining the problem and its scope correctly. By defining D&I as a bounded problem, many approaches falter at the first step.
There is no way to learn the practice of governance except from experience -- that of others and that of one's own the latter of which is likely to be just a compendium of bloopers made.
With the lessons of 2020 to guide us, boards need to change their risk conversations and their strategic priorities for 2021.
A readable treatise on the practice of governance, which, although focused on the arts, culture and education, is more broadly relevant.
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