Category: Boardwork

Topics related to boardwork

The biggest governance risk may be the one not discussed

There is a particular kind of meeting that should concern every board director and senior leader. The agenda is full. The papers are thorough. The discussion is cordial. Heads nod. A decision is reached. However, something important was never said. Not because anyone was hiding it. Not because anyone lacked the information. But because, somewhere… Continue reading The biggest governance risk may be the one not discussed

From the boardroom to the grass root level – policies don’t implement themselves

Many organizations have good policies. They are carefully written, properly approved and formally cpommunicated across the organization. And yet, when you walk the office corridors and talk to the people doing the actual work, you may find a parallel reality. The official version and the lived version are quietly understood to be different things. This… Continue reading From the boardroom to the grass root level – policies don’t implement themselves

Not deciding is still a decision

Most leaders I work with are not short of awareness. They see the complexity around them, they recognize the global disruptive patterns amongst which they lead. They understand that the environment is shifting, technologically, regulatory, competitively. They know decisions need to be made. And yet, in many organizations, those decisions keep getting postponed. But here… Continue reading Not deciding is still a decision

Common goals, collective progress

Most organisations have no shortage of ambition. What they often lack is alignment: a shared understanding of where they are, where they’re heading, and what it will actually take to get there. Without that foundation, even well-resourced teams can find themselves working hard in different directions. Common goals are not simply targets handed down from… Continue reading Common goals, collective progress

It’s okay not to know

We live and work in an environment that is increasingly complex, fast-moving, and difficult to predict. New technologies emerge almost overnight. Regulatory frameworks evolve. Markets shift. Expectations change. Information multiplies faster than anyone can absorb it. And yet, many organizations still operate with an unspoken expectation that leaders should always have the answers. But what… Continue reading It’s okay not to know

The board charter: from paper to practice

Boards guide organizations through increasingly complex environments. They must be able to analyze the impacts of changes in the regulatory framework, customer behavior and technological advances, make challenging strategic decisions, oversee operations and support the senior management. The requirements for board work and the workload are far from easy. An important element in getting the… Continue reading The board charter: from paper to practice

Can you afford not to act?

Weak governance can lead to loss of clients, reputational damage, and the erosion of trust. Negative financial consequences, regulatory intervention and strategic setbacks may follow. In the worst-case scenario, the lack of good governance can jeopardize the ability to operate at all. One of the most prominent examples of catastrophic governance failures is case Enron… Continue reading Can you afford not to act?

Women in leadership – Why gender diversity matters?

Happy International Women’s Day to everyone and especially to my fellow female leaders, the wonderful, brilliant, gentle, fierce and courageous women who inspire, lead by example and create a bright future! This day tends to bring attention to the number of women in leadership and board positions. Despite some progress, women are still a minority… Continue reading Women in leadership – Why gender diversity matters?