Much is made of diversity as a source of better thinking on boards. Not enough is made of the value of a new kid on the block.
Boards, that do not have a sophisticated understanding of slavery legacy and anti-racism, are at a disadvantage.
We are framing Covid19 too simplistically, just as we did obesity, and hoping for a silver bullet -- a cure, a vaccine. Just like obesity this may be a losing battle.
Covid19 is going to remake our society whether we like it or not. It is not sufficient to dislike what may be already underway.
What links coronavirus, leadership, women on boards, climate change and disinformation? Read this week's links to find out.
Governance models while necessary are insufficient consideration in the face of emergencies; the organisation (or a nation) fundamentally need to have competence, resources, and skills, built in peace times.
Small data, protecting kids online, metabolite surveillance, and tech nihilism are this week’s picks.
Startup founders make some common mistakes when they seek to build boards and good governance for their companies. They are preventable and fixable.
Startups have a governance problem but it is solvable with good strategic thinking and knowledge of what to expect from board directors.
A board’s most important task is to ask regularly if it is itself fit for purpose. That requires, above all, a deep sense of self-awareness and metacognition, a skillset no boards seem to be seeking actively in their search for new directors.