Inclusion is not an "HR problem" but a strategic challenge for boards. The solution does not lie only in fixing how you hire but in committing to driving cultural change.
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.
Enabling ageing populations to contribute and providing sustainable care to those who need it, when and where they need it are both complex challenges. Not all neat and plausible solutions need to be wrong. We at Silver Linings aim to unearth the solutions that are not so well-known.
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.
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!”.
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.
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