Boards have a chicken-and-egg problem they don’t like admitting out loud. Everyone wants directors who arrive with real board experience — someone who’s already sat through a crisis, already navigated a committee fight, already knows how boardroom dynamics actually work versus how the governance textbook describes them. Fine. Except nobody gets that experience without someone giving them a first board seat at some point. And here’s the number that shows how badly boards are h

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

Every board looks good on paper. Impressive resumes, recognisable names, the right mix of former CEOs and industry veterans. And yet, plenty of these boards still underperform quietly for years before anyone notices. So what actually separates a high-performing board from one that simply looks the part? This is a question I get asked constantly, usually by promoters building their first formal board, or by CXOs trying to understand what they’re walking into when they take a b

ESG (Environmental, Social, Governance) is a substantive shift in corporate values, not a passing trend.