If you are a board director who lacks fluency in technologies, established or emerging, you may be failing in your duties as a director, perhaps without realising.
Governance is a contact sport that requires boards to understand the connective tissue of an organisation; which like the human body is sadly only noticed when it fails to deliver as expected. We can choose to take more conscious approaches to noting its role.
Boards are in a liminal space as growing complexity necessitates different governance structures, different people, and frequent self-reviews for relevance.
The title is aspirational but the book seems mainly fit for a layperson, who is just getting started on the idea that capitalism in its current form is not serving broader society and needs reform.
The power balance between employers and potential and current employees is shifting. Boards and CEOs would do well to heed the risks arising.
True inclusion disrupts the “self preservation society” of the status quo on boards and in executive suites. To make it a reality, we need to “get a bloomin’ move on!”.
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.
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