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Articles

As a well-respected commentator on governance across all sectors, Karl has published articles in a number of magazines including Governance and Compliance – the leading magazine for governance professionals. You can read some of them here:

Improving Board Behaviour – FRC

Given Sir Adrian’s close association with the City of Birmingham, notably through his world famous family chocolate business and Aston University, it gives me particular pleasure to mark the anniversary of the Cadbury Report with the FRC from here in Birmingham. Just as with the other pursuits ...

Evaluating Performance - ICSA

Undertaking board evaluation or appraisal and other reviews are cited in various codes of governance as being an essential part of best practice. The UK Corporate Governance Code recommends that boards should undertake formal and rigorous annual evaluations of its own performance, including committe...

Beyond Compliance - ICSA

Companies are still failing to provide a complete picture of their prospects to the detriment of existing and potential investors. The possibility of incongruent reporting deterring investors should prompt organisations to think about the last time they had a complete and comprehensive review of ...

Confidently Wrong - ICSA

Why is it that apparently successful boards comprised of experienced business professionals, can sometimes make bad decisions or fail to predict a looming catastrophe? With the benefit of hindsight many corporate failures of recent years had clear warning signs that should have been noticed by the b...

Featured in – Reputation in the Balance: rethinking corporate governance – HR Magazine

The problem with box-ticking is that it tends to leave out the people element. And, when viewed as merely a compliance issue, ticking all the boxes doesn’t automatically mean good governance, points out Karl George, managing director of the Governance Forum. “Bad board behaviour is the thing tha...

We must champion diversity in Birmingham Boardrooms Together

Although we had discussed the diversity of the board and senior leadership team at Midland Heart many times, it was at a recent board meeting that I remember becoming suddenly aware of the composition of the board. The membership had changed significantly given the three board members who had ret...

Improving Diversity on a Trustee Board (page 16)

I agree that one constant in business is change. Conversely, if you want to respond to change, make changes or even see the change you have to start with the board. What if the people on the board come from similar backgrounds, are a similar age or have worked together for a long time? Making change...

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