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 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.

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!”.

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.

This well-written modern business memoir tells the story of a spunky founder who, against numerous odds stacked against her, created a challenger bank in the UK.

With the lessons of 2020 to guide us, boards need to change their risk conversations and their strategic priorities for 2021.

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.