I know it’s tough because we don’t know what the future holds. We are navigating the global responses to the pandemic, reviewing government guidelines and watching what the big corporates are doing. We are all wondering how severe the recession will be. Will there be a V-shaped, W-shaped or I have even heard of K-shaped

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

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.

Shouldn’t governance be able to predict/prevent corporate failure? Developing a framework for predicting, or preventing, governance or ultimately organisational failure would surely be an auditor’s dream framework. While I cannot claim to be able to do this, I have developed The Governance Framework© that can help to identify areas of strength, weakness and therefore the