Journals 2024

Journal 356

April 2024

Featured Articles:

  • Embracing AI Governance
  • New Internal Audit Code of Practice
  • Navigating the ESG Reporting Landscape


Full Contents

‘Employees must act as AI’s stewards, understanding its risks and benefits, while senior leaders must adopt a holistic and multifaceted approach toconsider AI inventories, their use cases, and an assessment of their implications on all stakeholders.’

Arnaud Cave and Niamh O’Brien


‘A key area that is causing particular uncertainty the plethora of regulatory reporting requirements, which can leave multi-jurisdictional companies navigating conflicting requirements. The EU, UK and US have all made recent moves towards expanding scope ESG reporting.’

Matthew Rossi and Henrietta Worthington

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Journal 355

March 2024

Featured Articles:

  • Psychological safety in boardrooms
  • What next for boards?
  • Risk, reward and uncontrollables


Full Contents

‘Directors should be role models when it comes to psychological safety, and that means adopting the following kinds of practices, and being visible in doing so: asking for upward feedback; acknowledging mistakes; being open to opinions that are different from their own; being approachable and encouraging reports to ask questions; and being seen to bring more of themselves to work, rather than always wearing a “professional mask”.’

Arran Heal


‘Our planning and risk models need to perform in a world of ‘dis-order’ and incorporate a mind shift from looking at individual incidents or risks to multiple and linked risks which have longer term implications for strategic positioning and risk management.’

Hans-Kristian Bryn and Carl Sjostrom

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Journal 354

February 2024

Featured Articles:

  • Collective intelligence in the boardroom and beyond
  • The impact of relationships on board effectiveness
  • Preparing for activism at AGMs


Full Contents

‘So how do you build an organisation that’s fuelled by collective rather than individual intelligence? Our view, having studied this for the past 15 years, is that it boils down to building three capabilities at every level: critical thinking, great communication, and a shared focus on what matters most.’

Jennifer Sundberg and Megan Pantelides


‘Where the dialectic between executive directors and non-execs works well, the board’s decision-making will be well-considered, objective and balanced. Where it does not work well, the opposite is likely to be the result. How, then, do these two constituencies contribute to the board’s effective decision-making?’

Chris Stamp and Ian White

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Journal 353

January 2024

Featured Articles:

  • Joining forces for shareholder democracy
  • The impact of board relationships
  • Supply chain resilience


Full Contents

‘The reality is, hybrid meetings are essential for good governance. Companies can improve their relationships with stakeholders, enabling inclusivity before, during and after the live meeting. Investment platforms and registrars need to join forces with issuers to make this connection smoother.’

Peter Fowler


‘As a board balances the roles of Supervisor (holding management to account) and Steward (adding value by keeping an eye to the long-term) it requires that board directors challenge each other and have open and robust debate. This can be measurably improved by developing strengths in all four behaviours: Empathy, Seeking information, Critical thinking and Conceptual agility.’

Alison Gill and Alex Cameron

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