Boards that keep evaluating are boards that keep improving
Boards that evaluate their performance repeatedly tend to get better.
Exclusive data: Choosing the CEO is only half the job
A significant new contention on the board’s role in CEO succession has been published and deserves exploration.
by Steve PellSuccession as a key pillar of value creation
Across 155 boards in the BoardOutlook 2025 benchmark pool, approximately four in ten directors (39%) name enhancing executive talent and succession as a top priority for driving value creation over ...
by Steve PellLatest thinking
View all articlesI don’t care if our project runs a little over time and over budget (as long as it delivers the benefits)
When monitoring change management or major project delivery, too many NEDs are primarily focused on the budget and ...
by Jane HemstritchLockdown lessons for more effective board meetings
When mainstream comedians write comedy sketches about Zoom that are trending on YouTube you know that COVID-19 changed ...
by Russell Yardley
This is what really causes corporate technology disasters
Technology is integral to how we operate almost every aspect of business today. Yet almost every director has ...
by Susan Oliver
Governance lessons from the Essendon drug scandal
There’s no doubt that Essendon Football Club’s (EFC) Supplements Program of 2012 was a mistake of the highest ...
by Lindsay Tanner
The five fatal corporate governance mistakes
Corporate governance is rather like hospitality staff: when it’s good, you barely notice it’s there, but when it fails ...
by Susan Oliver
I’d like to see more employees in the boardroom
There’s a strong case for Australian boards to have some form of worker participation
by Jane HemstritchWhere we're going wrong on REM
In Australia today almost every company follows a somewhat similar formula for executive remuneration. Rather than ...
by Peter Hay
Where should the board sit on governance vs. guidance?
Neither governance or guidance are the only thing a board should focus on - you can have too much of both. An effective ...
by Diane Smith-Gander
Moving back from COVID governance in a thoughtful way
Due to COVID-19 there was a need to move to different governance routines so much so it created almost a new governance ...
by Diane Smith-Gander