Latest thinking

View all articles
What’s your return on management attention?

What’s your return on management attention?

Some boards allow management to spread attention too thin and focus on too many little things. The right approach is ...

by Jane Hemstritch
My six sentence rule: In Cabinet and in the boardroom

My six sentence rule: In Cabinet and in the boardroom

Abraham Lincoln delivered the Gettysburg Address during the American Civil War. At just 272 words it lasted less than ...

by Lindsay Tanner
‘Why’ should be the word you hear most in any board meeting

‘Why’ should be the word you hear most in any board meeting

The word “why” is the most powerful word for any non-executive director. Hearing it used regularly signals a healthy ...

by Peter Hay
Checklist for asking better questions as a director

Checklist for asking better questions as a director

Your job as a director is to understand and then decide upon issues that face your organisation. Often the best tool ...

by BoardOutlook
How to deal with the government when everything goes wrong

How to deal with the government when everything goes wrong

There is a huge gulf between politics and business. As someone who’s lived in both worlds it sometimes feels like I’m ...

by Lindsay Tanner
The 3 ways ASX boards get strategy horribly wrong

The 3 ways ASX boards get strategy horribly wrong

Strategy is not an exact science. To get it right boards and management need to be open to discussion, challenge and ...

by Susan Oliver

How can a CEO get more value from their Board?

There are a large number of reasons why a CEO might be frustrated with their board. To help you explore the potential ...

by Steve Pell

What I've learned about being a director from being a tech entrepreneur and investor

But beyond just helping entrepreneurs, investing in startups has made me a better director. Here’s three things that ...

by Susan Oliver
Three lessons from infrastructure about thinking for the long term

Three lessons from infrastructure about thinking for the long term

Working in infrastructure forces you to take a longer-term approach to business. There are lessons for all companies in ...

by Susan Oliver