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5 things I wish I knew on day one of becoming a non-executive director

There are many thrills and challenges unique to being a non-executive director. Every good director will spend their ...

by Diane Smith-Gander
Automation and outsourcing can do more damage than good

Automation and outsourcing can do more damage than good

Boards need to consider whether automating or outsourcing business functions in the interests of short-term cost saving ...

by Russell Yardley

5 signs your board review process is taking too long

Board reviews are a critically important part of running an effective board. However, the process is not valuable in ...

by Allie Gertz
To truly know your customers you have to be one

To truly know your customers you have to be one

As a non-executive director, you’re often on different boards, and this can make it challenging to really understand ...

by Launa Inman
Why a company can't grow faster than its directors

Why a company can't grow faster than its directors

When you really think about it, a company can’t sustainably grow faster than the rate at which the board grows its own ...

by Russell Yardley
Beyond the BBC’s crisis: How governance failures can lead to better boards

Beyond the BBC’s crisis: How governance failures can lead to better boards

There’s still a lot we don’t know about what happened inside the BBC boardroom - who knew what, when, and how decisions ...

by Steve Pell
Centro and technology disasters: When are directors liable?

Centro and technology disasters: When are directors liable?

Most Australian company directors are very aware of the Centro case. The case has very clear implications for how ...

by Russell Yardley
Can you have too much board and management collaboration?

Can you have too much board and management collaboration?

More collaboration between the board and management is not always a good thing - some guidelines for when you might ...

by Russell Yardley
From fog to focus: How boards get a clearer view of organisation talent

From fog to focus: How boards get a clearer view of organisation talent

Few business leaders have had as much experience with CEO succession planning as Sir Ralph Norris FAICD. In his three ...

by Tony Featherstone