The Endangered Strategic Thinking Director

The Endangered Strategic Thinking Director Thinking is something that is common among what we all do. Alan Turing was moved nearly 70 years ago to comment “I propose to consider the question, ‘Can machines think?’” Instead of the word ‘machines’ it seems useful to ask whether directors can think when operating as part of a …

Leaders and the ‘Under’ Tag

Leaders and the ‘Under’ Tag Stories telling of leaders and directors who successfully achieve an ‘Under’ on their watch are plentiful. But unfortunately, the awful saga is getting worse. New instances of ‘Under’ payment of wages continues to surface. Household names of Australian organisations are reporting having ‘Under’ paid staff by very large sums of …

Governance – Beyond Resuscitation?

Governance – Beyond Resuscitation? The idea of governance has been around for centuries. And in the last century, the Cadbury Report gave it a make-over. Yet today, governance lags far behind community expectations. Disappointingly, the law’s most critical breakthrough appears to be holding a director liable if they don’t attend board meetings. Inexplicably, it remains …

Are Boards Up For The Challenge?

Are Boards Up For The Challenge? I recently had the good fortune to attend the Governance Institute of Australia’s National Conference in Sydney. The conference had as its theme – trust, respect, and challenge. Each of those themes could command a session on its own, but arguably they are inextricably linked and therefore whatever is …

The Inestimable Value of Governance

The Inestimable Value of Governance Happy new year for FY2020. Our challenge is clear. Organisations need to garner their directors and leadership group to commit to achieving at least 10% improvement in their present governance practices. What will start and sustain this transformative commitment? If today, governance is more important than ever before, and more …

Increased Focus on Transparency

Increased Focus on Transparency The new whistleblower laws offers benefits far greater than simply the protection of whistleblowers. Corporate cultures of silence, which nurture the turning of a blind eye to wrong doing, only weakens the organisation’s performance. Strong governance on the other hand, which openly supports the reporting of wrongdoing, is evidence of governance …

Staff Engagement is Your Key to Success

Staff Engagement is Your Key to Success A key governance commitment for any organisation concerns the conduct of an annual staff engagement survey as part of the evolving engagement program. The basis of this decision needs to be one that acknowledges engagement is a critical enabler of an organisation’s chances of successfully achieving its business …

Split Truth

Split Truth “How do you like the Queen?”Those familiar with Alice in Wonderland will recognise these words spoken by the Cat to Alice.And of course we know that Alice began to say “Not at all, she’s so extremely …” before she noticed that the Queen was listening.Those in key leadership roles may well reflect on …

A story of “leadership dishonesty”

A story of “leadership dishonesty” Commissioner Hayne’s report into Misconduct in the Banking, Superannuation and Financial Services Industry is a shameful story of extraordinary leadership dishonesty. Whatever their role – chairman, director, MD/CEO, senior executive, professional advisor, business partner, industry/professional body, or in many of the other capacities, the organisations’ leaders treated people dishonestly. It …

Maintaining the Social Licence to Operate

Maintaining the Social Licence to Operate The “Maintaining the social licence to operate: 2018 KPMG – AICD trust survey” shows that directors are acutely aware of the need for their organisations to maintain trust with stakeholders. The Edelman Trust Barometer report clearly found a declining trust across media, government, NGOs and commercial organisations. About 62% …

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