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

Pendragon Stuart looks at changing expectations of customer, investors and employees and in particular the importance of having a sustainable supply chain.

Murray Steele

How can non-execs be more effective?

Good governance requires non-execs to challenge the thinking of the board, particularly executive directors, Murray Steele looks at how they can do this effectively.

David Archer and Alex Cameron

Engaging boards with climate change

David Archer and Alex Cameron look at the lessons boards have learned over the past year.

Robert King


Robert King considers a major global survey which finds that businesses are struggling to turn sustainability ambitions into action.

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.’

Richard Smerdon

A different form of governance

‘Co-operatives such as Outlandish show that one can achieve the holy grail of marrying sound structures and processes with good behaviours and values, and thereby achieve good commercial, ethical outcomes for clients.’

John Lawrence

Governance in Latin America

‘However, closer study of the firms listed on the BVL suggests that as firms internationalise either for finance or to access markets, good governance is becoming integrated into the business model so that regional firms operating in Peru or large so-called trans-latinas have significantly better compliance.’

Shiv Taneja

No turning back now

‘We think this bodes very well, not just for the development of good fund governance principles more widely throughout organisations but also for the development of a strong pipeline of future fund board directors for whom transparency, value and governance are firmly entrenched in their day-to-day business practices.’

Aniel Mahabier


‘Ultimately, SRD II aims to prevent the mistakes made in the past. Governance and oversight are only possible if the information and data being used to make the judgements is full and accurate and is available at the same level of detail to all players equally. Knowledge therefore is key to ensuring accountability.’

Alison Gill

Women’s role in solving the productivity puzzle

‘Directors must consider which business metrics are most appropriate for identifying high performers and consider whether or not the ability to adhere to a traditional working pattern is the most important criteria at a time when productivity and the ability to innovate and generate results are becoming increasingly important.’

Gerry Brown

Shareholder ‘activism’

‘Yet, when we look beyond these snappy headlines, we find not only has the concept of shareholder activism been hi-jacked by a small cadre of extremely wealthy private equity investors with large shareholdings to leverage but, more worryingly, the idea of increased board accountability is often just a polite synonym to describe rampant often wild short-termism in investment decision making.’

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