Here’s a gap that should bother every director more than it currently does. A 2025 ISACA survey found that two-thirds of cyber professionals are worried about quantum computers eventually breaking modern encryption. Only 5 percent of them have actually built a strategy to deal with it. Same 5 percent, by the way, that considers it a high priority at all. That’s not a technology gap. That’s a governance gap. And it’s the kind of gap that tends to look fine right up until it ve

There’s an old saying about wealth: shirtsleeves to shirtsleeves in three generations. One generation builds it, the next maintains it, the third loses it. Turns out that’s not just folklore. Nearly 70 percent of wealthy families lose their wealth by the second generation. By the third, it’s around 90 percent. Those aren’t small numbers, and they’re not really about bad investing either. Most of the time, the money didn’t disappear because someone made a terrible bet on the m

Ask most boards what “diversity” means and you’ll get the same answer within about ten seconds. Gender. Ethnicity. Maybe nationality if the company operates across a few regions. Rarely does anyone mention how people actually think. That’s odd, when you stop to consider it, because how people think is arguably the whole point of putting more than one person in the room. Here’s a stat worth sitting with. Somewhere between 15 and 20 percent of people are neurodivergent — autis

Executive Summary TNFD is a disclosure framework that helps organisations identify, assess, and report how nature — biodiversity, water, land, oceans — affects their financial position, and how their operations affect nature in return. It was finalised in September 2023, and by early 2026 more than 730 organisations representing over $22 trillion in assets under management had committed to it. What makes this urgent for boards right now isn’t just adoption numbers — it’s that

Executive Summary Here's the uncomfortable truth most boards learn too late: fraud almost never starts as a number. It starts as a mood. A quota that quietly stops making sense. A team that used to push back and now just nods. By the time misconduct shows up in the accounts, it has usually been living in the culture for a year or more. That gap is the whole opportunity. This piece argues that corporate culture and fraud prevention are the same conversation, not two different

Executive Summary For a couple of years, "AI governance" at most companies meant one overworked person in legal or compliance quietly adding "and also AI, I guess" to an already full job description. That era is closing out fast. Through 2026, AI oversight has been pulled out of the side-desk pile and turned into a formal executive function, with its own title, its own budget line, and increasingly, its own seat that reports straight to the CEO or the board. I'll be honest ab

Ask any director whether they follow geopolitics, and you'll get a confident yes. They read the papers. They've got opinions on tariffs, on Russia, on China, on what Washington will do next. Some of them can talk about it for an hour over dinner. Now ask a different question. When did your board last sit down and practise what the company would actually do if a sanction hit a key customer on a Friday evening? That one usually gets a pause. That pause is what this blog is abou

Picture the week before a board meeting to approve quarterly results. The finance team is stretched, like always. But this quarter, someone has a shortcut. The first draft of the management commentary, a few footnotes, and the summary for the press release were all produced by an AI tool in about twenty minutes. The team tidied them up. They read well. Honestly, they read better than last year's. The audit committee gets the pack. Nobody mentions the AI. The directors review

Think about a dairy farmer in a village in Gujarat. Every morning and evening, she carries milk to the village collection centre. She's a supplier. But she's also an owner, because the cooperative that buys her milk belongs to farmers like her. She votes for the people who run her village society. And those societies, together with the district unions above them, sit behind one of India's biggest consumer brands. Now ask yourself a simple question. What's her time horizon? It