Rule 1 – Smile even if you don’t feel like it Communication across any of the plethora of virtual platforms now available, means that every individual of working age, needs to establish or re-establish a symbiotic relationship with their respective machine(s). Yes, I gest (ever so slightly) but we should be mindful that the people

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.

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