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Professionalising Governance in Founder-Led Businesses
What to build, what to defer Founder-led businesses that have grown organically arrive at the question of governance ...
by Steve Pell
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
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 YardleyI 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 Hemstritch
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
The importance of board deep dives
Rather than being seen as interventionist, deep dives should be seen as critical when a board is approving unfamiliar ...
by Jane HemstritchHow can the board reset from crisis to business as usual?
In times of crisis many boards will be forced to revisit the line between board and management. When survival is on the ...
by Steve Pell