All Boardroom Premium content | IoD NZ

type: Board practices
date: 19/02/26

Boardroom Premium

Cyber breaches happen – but governance choices matter

Cyber breaches happen – but governance choices matter

With no functioning board at the time of the cybersecurity incident, Manage My Health prompts reflection on accountability and oversight.

Cyber security

type: Article
date: 18/02/26

Boardroom Premium

Corruption warning lights are flashing – boards must respond

Corruption warning lights are flashing – boards must respond

A sustained decline in New Zealand’s corruption perception score calls for stronger integrity oversight.

Ethics

type: Board practices
date: 17/02/26

Boardroom Premium

Problem solvers, not decision-makers: the advisory board distinction

Problem solvers, not decision-makers: the advisory board distinction

Governance is shifting from a single table to a connected system.

Board-management relationship

type: Leadership
date: 13/02/26

Boardroom Premium

King Salmon directors fall in latest Boardroom Table rankings

King Salmon directors fall in latest Boardroom Table rankings

Mark Dewdney MInstD and Paul Munro drop after a shortened eight-month reporting period and sea farm pressures.

NZX
Reporting

type: My governance playlist
date: 09/02/26

Boardroom Premium

My Governance Playlist – Dr Jess Keepa MInstD

My Governance Playlist – Dr Jess Keepa MInstD

Governance decisions are never neutral. Dr Jess Keepa MInstD reflects on power, wellbeing and who boards are really accountable to.

My governance playlist

type: Board practices
date: 11/02/26

Boardroom Premium

Learning as a governance responsibility

Learning as a governance responsibility

Directors don’t know what they don’t know. That’s why learning must be deliberate and continuous at the board table.

Leadership

type: Board practices
date: 05/02/26

Boardroom Premium

Warbirds over Wānaka: holding the flight path on governance

Warbirds over Wānaka: holding the flight path on governance

Good governance is not about avoiding politics, but about disciplined decision-making anchored in mandate, purpose and statutory duty.

Director duties
Not-for-profit governance
Purpose

type: Board practices
date: 05/02/26

Boardroom Premium

Abstaining in the boardroom: myth or governance reality?

Abstaining in the boardroom: myth or governance reality?

Saying “I abstain” rarely removes responsibility. Directors must dissent or step aside to avoid being treated as supporting a decision.

Decision making
Director duties

type: Sectors & perspectives
date: 04/02/26

Boardroom Premium

When the board isn’t divided, it’s entrenched

When the board isn’t divided, it’s entrenched

Rob Campbell CNZM, CFInstD offers a chair’s-eye view on navigating deep disagreement – and leading through it with integrity.

Board dynamics
Chairing

type: IMHO
date: 03/02/26

OPINION

Boardroom Premium

IMHO: Why strategic latency is the boardroom’s greatest risk

IMHO: Why strategic latency is the boardroom’s greatest risk

By the time many boards approve a strategy, the assumptions behind it are already under strain. That lag is becoming a governance risk.

type: Profiles
date: 27/01/26

Boardroom Premium

Volatility is a given. Governance is the difference

Volatility is a given. Governance is the difference

New ONZM recipient Andy Macfarlane CMInstD reflects on a lifetime in agribusiness leadership and the hallmarks of prepared boards.

Leadership

type: Board practices
date: 23/01/26

Boardroom Premium

When the numbers smile and the projects frown: restoring oversight

When the numbers smile and the projects frown: restoring oversight

Long term contracts need hard evidence. Boards must trace claims from project files to accounts and test them against facts.

Audit

type: Board practices
date: 23/01/26

Boardroom Premium

Sir Rob McLeod leads Sanford surge in Boardroom Table rankings

Sir Rob McLeod leads Sanford surge in Boardroom Table rankings

Chair jumps 11 places amid record results as three directors enter the top 20 and primary sector boards evolve ahead of record exports.

type: Board practices
date: 22/01/26

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Trust, trade and turbulence: what boards must govern for now

Trust, trade and turbulence: what boards must govern for now

In a low-confidence economy, trust underpins trade resilience, workforce stability and long-term performance for New Zealand organisations.

Trade

type: Digital
date: 23/01/26

Boardroom Premium

Your new recruit brings their digital twin: the next governance frontier

Your new recruit brings their digital twin: the next governance frontier

As digital co-workers arrive alongside humans, boards must consider the implications for value, risk, culture and the future of governance.

AI

type: Boardroom confidential
date: 22/01/26

Boardroom Premium

Are we there yet? What AI is really asking of boards

Are we there yet? What AI is really asking of boards

Boards aren’t asking for an AI strategy – they’re trying to make uncertainty feel familiar.

AI

type: IMHO
date: 20/01/26

OPINION

Boardroom Premium

IMHO: Embrace boardroom conflict through psychological safety

IMHO: Embrace boardroom conflict through psychological safety

Conflict in boards and leadership teams is often avoided, but new research shows how leaders can harness disagreement productively.

Board dynamics
Decision making

type: Setting the table
date: 21/01/26

Boardroom Premium

Working for gingernuts: Should not-for-profit boards be paid?

Working for gingernuts: Should not-for-profit boards be paid?

Not-for-profit directors face rising legal risk and governance demands – often unpaid. Is working for purpose (and biscuits) still enough?

Director duties
Not-for-profit governance
Remuneration

type: IMHO
date: 15/01/26

OPINION

Boardroom Premium

IMHO: Should you be using advisory boards more?

IMHO: Should you be using advisory boards more?

More than a sounding board – advisory boards offer strategic insight without formal governance burden.

Decision making

type: Digital
date: 23/12/25

Boardroom Premium

Quantum leaps ahead in the US, but where is NZ?

Quantum leaps ahead in the US, but where is NZ?

As technologies move closer to impact, directors must engage – not just as futurists, but as stewards of resilience and value creation.

AI
Cyber security

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