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.

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.

In shaping the post-Covid world, experience may be less relevant than resilience, creativity, empathy, perspective, and the ability to connect dots.

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.