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.
To go beyond tokenism on "difference" or "diversity", we need to practise governance differently. Starting with how we recruit board directors. And how we report on our intent, action, and progress for diversity.
Finance in 2030 will be shaped by politics, the self-directed consumer, and the churn among nation-states, big-tech and civil society at large.
Boards can learn from Greg Clarke's resignation from the FA and ask themselves whether inclusion and antiracism are truly on their organisational agenda.
The experience of this pandemic has made explicit our ways of seeing. It can inform what and how we need to learn so we can cope with the next complex challenges life may bring us.
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