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.
What links coronavirus, leadership, women on boards, climate change and disinformation? Read this week's links to find out.
Governance models while necessary are insufficient consideration in the face of emergencies; the organisation (or a nation) fundamentally need to have competence, resources, and skills, built in peace times.
Startup founders make some common mistakes when they seek to build boards and good governance for their companies. They are preventable and fixable.
Startups have a governance problem but it is solvable with good strategic thinking and knowledge of what to expect from board directors.
A board’s most important task is to ask regularly if it is itself fit for purpose. That requires, above all, a deep sense of self-awareness and metacognition, a skillset no boards seem to be seeking actively in their search for new directors.
The lack of experience holding board-keen people back is a real challenge. Advising inexperienced board-keen people to try and become charity board directors is not the answer.
While business is already grappling with the need to deliver greater accountability towards the societal context they operate in, politics in liberal democracies is due an overhaul.