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Poorly managed conflicts of interest in the boardroom can cast long shadows. They can inflict lasting damage on the dynamic and operation of the board. For as long as boards are made up of people they are likely to continue to be one of the most common sources of boardroom tension and yet are still amongst the least well understood.
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Poorly managed conflicts of interest in the boardroom can cast long shadows. They can inflict lasting damage on the dynamic and operation of the board. For as long as boards are made up of people they are likely to continue to be one of the most common sources of boardroom tension and yet are still amongst the least well understood.
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When it comes to many such decisions confronting boards today, too often the board feels at sea. Too much technical information and too little familiarity around the board table with the concepts concerned can result in the board not only failing to add value but instead subtracting value.
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You may be amongst the many company directors mired in dozens, hundreds (perhaps thousands depending on the size and complexity of the company) of pages associated with the – always festive – end of financial year sign‑off season.
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‘Agency theory’ is an economic theory that drives a whole lot of thinking about corporations today.
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Welcome to Boardisruption – Most revolutions start – and succeed – because of a fairly simple unifying idea that is held by enough people and for long enough to change the status quo.
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Diversity feels a bit like the 'topic du jour'. Yet why is it so narrowly conceived?
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As of the 1 January 2014 the Charities Act 2013 (Cth) has now commenced
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