Luca Giacalone

Succession planning

Luca Giacalone looks at what is probably the most important board decision – who should lead the organisation?

Professor Bob Garratt

What does a 21st Century Board look like?

At a recent All Party Parliamentary Corporate Governance Group (APPCGG) meeting, on this topic Professor Bob Garratt was one of the panellists. This is a transcript of his remarks which has been updated to incorporate his answers to questions during the discussion.

Lindsey Zhang

Governance in China

Lindsey Zhang looks at what we can learn about Chinese corporate governance from the Luckin Coffee and TAL Education Group experiences.

David Lewis

Disciplined experimentation

David Lewis considers why businesses need both emotional and strategic resilience as they tackle the challenges of the Covid-19 crisis?

Alex Cameron and David Archer

COVID 19 and the UK CG Code

Alex Cameron and David Archer examine the principles in the UK Corporate Governance Code (the Code) and make practical suggestions for areas that are likely to require particular attention from boards at this time.

Jennifer Warren

Best practices for online AGMs

Jennifer Warren looks at the introduction of virtual shareholder communication as physical gatherings of every kind are reconsidered as a result of the pandemic and offers five tips for best practice.

Stilpon Nestor and Catalina Fuentes Benitez

Group governance

Stilpon Nestor and Catalina Fuentes Benitez provide a pocket primer for financial groups.

Patrick Dunne and Alison Gill

How boards are dealing with coronavirus

Governance launched our YouTube channel this month by bringing together two experts, Patrick Dunne and Alison Gill, to lift the lid on how boards are responding to the coronavirus crisis.

Carl Sjostrom and Hans-Kristian Bryn

Risk, actions and behaviours (Part 1)

Carl Sjostrom and Hans-Kristian Bryn propose an approach to incorporating risk, actions and behaviours in strategy planning and evaluation in family-owned businesses.

Paul Lee

Governing through the lens of fairness

Paul Lee argues that businesses need to be governed using a lens of fairness in order to be fully effective in building long-term prosperity beyond the current dreadful, but temporary, circumstances.

Richard Smerdon

ARGA legislation - will it ever happen?

Richard Smerdon looks at the lack of progress in introducing new legislation in the UK following on from recommendations of three independent reviews of audit in the UK.

Diana Wu David

Five trends for boards to watch

As the world turns to the next decade, what rising conversations will matter to they board community? Diana Wu David considers a few wide-ranging trends and key questions to consider around the board table.

David Nolan

Artificial Intelligence

David Nolan argues that it's critical in the age of AI that organisations are able to create cultures that encourage trust and responsibility and that this principal is embodied in their leadership.

Tracey Brady

Board diversity beyond the FTSE 350

Tracey Brady discusses the findings of a recent review carried out by the Company Matters team into board diversity in AIM and FTSE 100 small cap companies.

Pendragon Stuart

Governance in a glass box

‘Those that treat supply chain sustainability as an incremental compliance exercise will fail to take a stand and therefore find themselves with a shrinking pool of potential customers and investors as more people filter out brands that lack a clear story of positive impact.’

Murray Steele

How can non-execs be more effective?

‘We all have a natural way of talking and thinking, developed over many years, but to be effective, non-execs have to make an effort to conserve their contribution for when it really matters. It is not their place to demonstrate that they have a technical understanding of the issues being debated; they wouldn’t be there if they didn’t. It is their place to demonstrate the behavioural skills needed to get the board to be more effective.’

David Archer and Alex Cameron

Engaging boards with climate change

‘The consensus around our table was that non-execs have several very important roles to play in this, by: challenging their boards to develop appropriately ambitious CO2 reduction plans; scrutinising the delivery of those plans; using their networks to transfer good practice from one board to another; and communicating with the investor community.’ David Archer and Alex Cameron

Robert King


‘Overall, the business case for addressing sustainability is compelling – and companies can no longer afford to avoid embedding sustainability goals into their strategic thinking. ESG concerns have reached the boardrooms and are topping agendas. We are seeing this play out across all markets as businesses respond to increasing expectations among customers, shareholders, and civil society.’ Robert King

Jean-Claude Usunier

Intercultural business negotiations

‘This third view involves the development of ethical concerns and attitudes related to the situation, given the legality and the legitimacy of a particular action, but with the understanding that what is considered legal and legitimate can differ in the home and the host country. Let us call this “moral pragmatism.’

Patrick Dunne

What's the point of the board?

‘We have to have both the conviction to stick to our purpose and the antennae and good sense of judgement to know when to adapt it to ensure that we survive, to sustain success or to fulfil our organisation’s and our own potential. To conclude, it’s hard to have a board that is fit for purpose if you don’t know what the purpose is.’

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