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.

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.

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.

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.

Finding a solution is hugely dependent on defining the problem and its scope correctly. By defining D&I as a bounded problem, many approaches falter at the first step.

Talent should be on the board agenda because bad hiring practices demotivate and cause attrition, as well as damage equity and diversity in an organisation.