India

People and the perfect storm

The power balance between employers and potential and current employees is shifting. Boards and CEOs would do well to heed the risks arising.
Published on  •  Posted in governance, risk, talent, technology

People, pandemic, and places of work

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.
Published on  •  Posted in culture, governance, talent, technology

Blowing the bloody doors off

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!”.
Published on  •  Posted in risk, talent, technology

Bully in the boardroom

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.
Published on  •  Posted in governance, risk, talent

Cyber risk heads out of boardrooms

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.
Published on  •  Posted in governance, risk, technology

Managing conflicts of interest

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.
Published on  •  Posted in governance, risk

Banking On It

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.
Published on  •  Posted in technology

Refreshing the Board

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.
Published on  •  Posted in governance, risk, talent

How do you solve a problem called Inclusion?

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.
Published on  •  Posted in governance, risk, talent

Talent risks and the board

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.
Published on  •  Posted in risk, talent