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

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

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

Before we get into the more in-depth questions – and explore WHY we still see the same corporate failures 25 years after various codes have been in operation – I think it is important to answer questions such as: What do we mean by corporate governance? What is good governance? What is important for effective

  In order to reduce unforced errors, boards should take time out to reflect on the items within their control as a board and to execute good governance consistently across those areas.   I’ve put together a top 10 of examples of unforced errors in the boardroom.   Ten examples of unforced errors in the

I first heard the term ‘unforced error’ when I was watching my son playing football. A close friend of mine, a former professional player, said that my son hadn’t needed to make a pass that was intercepted by a defender and that it was an unforced error. The concept fascinated me and for then on,