To help boards who are confronting a crisis, we’ve published this comprehensive crisis management checklist. The questions below provide comprehensive coverage across
Technology is integral to how we operate almost every aspect of business today. Yet almost every director has experienced a technology disaster in one way or another, whether it’s a large budget blowout or a project that just didn’t deliver the promised value to the business.
When monitoring change management or major project delivery, too many NEDs are primarily focused on the budget and timetable. And they are important. But the number one priority MUST always be the benefit – “is there actually change happening ?” “Are we actually going to see the outcomes?”.
Rather than being seen as interventionist, deep dives should be seen as critical when a board is approving unfamiliar and high risk projects
In Australia today almost every company follows a somewhat similar formula for executive remuneration. Rather than creating remuneration schemes that incentivise their executives to perform, organisations follow a model that the market has come to expect.
Over my career I’ve seen a number of short and long-term crises. Regardless of what started the crisis, how the board responds in the first 48 hours is crucial.
Employers must act on the issues that their employees care about
There’s no doubt that Essendon Football Club’s (EFC) Supplements Program of 2012 was a mistake of the highest magnitude. While we can’t undo the past there’s a significant number of lessons that we can and have learned from it.
Corporate governance is rather like hospitality staff: when it’s good, you barely notice it’s there, but when it fails it can completely ruin your night.
There is a huge gulf between politics and business. As someone who’s lived in both worlds it sometimes feels like I’m an interpreter, trying to bridge the gap between two mutually incomprehensible languages.