However, it’s highly likely that as lockdown eases and the Government encourages more business to reopen, remote working – along with flexible hours and online meetings – is likely to become the new normal. So how can we guide ourselves and our teams through these unchartered waters? What new policies, systems and procedures will we

I mentioned that hindsight is a great teacher. So, what did we learn after the Walker Review following the 2008 banking crisis; the inquiry findings after the 2017 Grenfell tragedy; the findings of the White House commission following the BP oil spill in 2010; the Laming inquiry into the tragic death of Victoria Climbie in

A thread can be easily broken, and so can our journey to success, growth and quality. Get your organisation’s values wrong, or fail to live by them, and the culture starts to change for the worse. Forget who you are and how you are going to achieve what you want and things can swiftly deteriorate.

Principle 11 of my own tgf code says: “The board should be stewards of the vision, values and culture of the organisation and are responsible for setting and monitoring strategy. This should include monitoring the performance of the organisation in line with the vision and strategic objectives.” In the UK Corporate Governance Code (2018) it

One of those principles has got to be around strategy. Keeping the board strategic and ensuring that there is a golden thread holding purpose, values and culture together.   Any discussion on codes of governance should always include some thought around the importance of the role of the board in setting or contributing to strategy.

As this thought came to mind, I had an immediate and parallel thought… “Karl, how sad it is if that’s all you can think about, and even worse that you think this is at all interesting!”  But interested I was, and I reasoned that ‘sad’ or not I was going to continue with the thought,