Category: premium, Board CEO Relationship

Micromanagement is a constant source of frustration to many executives who engage directly with their boards. But executives don’t have this problem on their own. Board members are also easily frustrated by fellow directors who indulge in this unproductiv

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Prompted by the challenges they now face—particularly to their social licence to operate—more companies are now recognising the importance of meeting the expectations of a wider range of stakeholders. This is reflected their growing attention to the artic

Category: premium, Role of the board

Concern about directors accepting more board positions than they can manage has been growing in the northern hemisphere for several years. Not so much In New Zealand, but our relatively small population means that established directors are almost guarante

Category: premium, Strategy and Planning

Our traditional approach to strategy, based on data and analysis, is at a crossroads in this era of unknown unknowns. The most well-trained AI, built on vast stores of data, information, and knowledge, could not have predicted how the COVID-19 pandemic wo

Category: Board CEO Relationship

It is common to hear both board members and managers talk about ‘the line’ between governance and management—generally when there is a sense that one of the parties has strayed too far into the other’s (jealously guarded) territory. These conversations of

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Each month we sign post for you some good reading on governance from around the web [Good Governance 83]

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Has your organisation been in the game too long?

Category: premium, Role of the board, Risk

Being able to deal with crises is an increasingly necessary board capability. We offer advice on effective board leadership in crisis situations.

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Among the increasing range of governance-related podcasts, one of the more useful is Dr Sabine Dembkowski’s Better Boards. Her recent interview with Anahita Thoms was particularly timely, given the COVID pandemic’s disruption to the global supply chain.