A number of crises in private and public bodies – from the credit crunch ten years ago to, perhaps, Grenfell Tower can be traced back, wholly or in part, to failures in corporate governance. It is 25 years since the publication of the Cadbury Report which was the forerunner to today’s UK’s Corporate Governance Code

Peacock: “Have you heard? The Governor has written a book called The Effective Board Member and I’m the central character!” Bee: “I think you’ll find we’re ALL in it.” Peacock: “Let’s be honest. With my experience I am bound to be the focus of attention, but I expect you three have supporting roles. It would

This does not mean that I am not suggesting that the codes, tools and working practices they follow are not working, nor indeed that they are not necessary, but every time I hear about a failure it’s clear that something must be missing. When I read Matthew Syed’s book Black Box Thinking, I understood that

So, in this blog post I’m looking back at the subjects I’ve covered in 2016 which I hope will encourage you to reflect on your progress as well as helping you focus on steps that will help you to become a more effective governance practitioner.  Chairing Meetings Effectively In January I looked at the role

Mrs May has also alluded to this review focusing on “unlisted” companies causing us to look ‘Beyond The FTSE’ which is the theme I launched earlier this month with the Diversity in the Boardroom Campaigns latest publication.   I launched the Diversity in the Boardroom Campaign two years ago alongside a group of leading figures

Is this scenario a familiar one? It’s that time of year again to produce the annual report. The accounts and statutory notes are circulated by the accounts department amongst the executive team for comment. The narrative includes words underlined from last year’s reports. Your team is asked to include this year’s figures in the spaces