There’s still a lot we don’t know about what happened inside the BBC boardroom - who knew what, when, and how decisions were made. But based on what’s already clear, this is a governance failure with lessons that reach far beyond one broadcaster.

by Steve Pell

In his three CEO roles, Norris was succeeded by an internal candidate who took the organisation to new heights. Under Norris, succession planning was central to the CEO role and the board had strong visibility of an orderly process.

by Tony Featherstone

Let’s start with the obvious. Sporting boards look prestigious. You get your face in the paper, a car spot at the stadium, and maybe, if you’re lucky, an awkward half-time handshake with a club legend. But that’s the sugar hit. What follows is often a grind so unforgiving, so ego-sapping, and so wildly illogical that it begs the question: why would any sane, competent person sign up for this?

by Steve Pell