Board practices news content | IoD NZ

type: Board practices
date: 30/10/26

NEW SERIES

A blessing and a curse: federated sport’s governance test

A blessing and a curse: federated sport’s governance test

Federated models give sport local ownership and legitimacy, but they can blur authority and accountability when interests diverge.

Board dynamics
Decision making
Sports governance

type: Board practices
date: 30/10/26

Boardroom Premium

The risk register won’t make the decision for you

The risk register won’t make the decision for you

Boards spend considerable time on risk, but is that attention influencing decisions? The IoD Risk Survey 2026 reveals where gaps remain.

Decision making

type: Board practices
date: 27/10/26

Leave before the board wants you to

Leave before the board wants you to

Poor board performance rarely starts with a crisis. Directors share the warning signs – and how to act before an exit is forced.

Board dynamics
Board evaluation
Succession Planning

type: Board practices
date: 16/10/26

Boardroom Premium

The risk behind a strong CEO scorecard

The risk behind a strong CEO scorecard

Good numbers can leave culture, succession and conduct under-examined unless boards build scrutiny into the year.

Accountability
Board-management relationship
CEOs

type: Board practices
date: 16/10/26

NEW SERIES

Warning signs sports boards should not ignore

Warning signs sports boards should not ignore

Weak information flow, side conversations and repeated stakeholder concerns can point to trouble long before it becomes public.

Board dynamics
Board-management relationship
Sports governance

type: Board practices
date: 14/10/26

Make space, take space: Why boards need to move past performative diversity

Make space, take space: Why boards need to move past performative diversity

Diversity in the room can be ineffective without a willingness to learn. Leadership Conference attendees share what inclusion requires in…

type: Board practices
date: 13/10/26

Boardroom Premium

Oversight, insight, foresight – and a bit of hindsight

Oversight, insight, foresight – and a bit of hindsight

Three experienced chairs on intervention, candour, disagreement and what they expect around the board table.

Board dynamics
Board-management relationship
Chairing

type: Board practices
date: 18/09/26

KPMG

How boards can turn confidence into long-term resilience

How boards can turn confidence into long-term resilience

Family business growth ambitions remain strong, but succession, funding, leadership and AI will demand closer board attention.

AI
Family business
From our sponsors

type: Board practices
date: 15/09/26

DENTONS

RMA replacement Bills near final form after further changes

RMA replacement Bills near final form after further changes

Changes to goals, environmental limits and transition arrangements clarify how the proposed planning system will work.

From our sponsors
Policy and legislation
Regulation

type: Board practices
date: 07/09/26

Boardroom Premium

Who on the board really knows the business?

Who on the board really knows the business?

Drawing on experience across radio, government and the boardroom, Steven Joyce stresses the importance of sector expertise and independent…

Board composition
Leadership
Shareholders

type: Board practices
date: 07/09/26

Boardroom Premium

How do I know the problem isn’t me?

How do I know the problem isn’t me?

Post Office Horizon IT Inquiry advisor Erika Eliasson-Norris says a board is defined by the question someone knows to ask but doesn’t.

Board dynamics
Governance failures

type: Board practices
date: 04/09/26

Induction must match the weight of school governance

Induction must match the weight of school governance

New school board members carry full responsibility from day one. Strong induction helps them govern without drifting into management.

Board-management relationship
Schools

type: Board practices
date: 26/08/26

Boardroom Premium

Quantum is years away – until it isn’t. How long must data stay confidential?

Quantum is years away – until it isn’t. How long must data stay confidential?

Encrypted information stolen now may become readable in future. That makes long-term confidentiality a board issue today.

Cyber security
Future-proofing

type: Board practices
date: 21/08/26

Gerry and Verbiest hold top spots as Binns climbs to third

Gerry and Verbiest hold top spots as Binns climbs to third

Five Auckland Airport directors rank in August’s top 20, while Datamine links Mark Binns’ rise to Mercury’s recent investment activity.

Investment
NZX

type: Board practices
date: 19/08/26

When AI can outthink the expert, who decides what’s true?

When AI can outthink the expert, who decides what’s true?

AI can produce the answer in 90 seconds. At the IoD Leadership Conference, Shelly Palmer will ask whether your board can judge it.

AI
Decision making

type: Board practices
date: 18/08/26

Does your audit and risk committee have the capability it needs?

Does your audit and risk committee have the capability it needs?

Financial expertise remains essential as emerging risks demand broader perspectives and a committee culture that encourages curiosity.

Audit
Chairing

type: Board practices
date: 14/08/26

KPMG

Modern Slavery Bill: New Zealand’s moment to ‘look behind the label’

Modern Slavery Bill: New Zealand’s moment to ‘look behind the label’

The proposed legislation would bring greater scrutiny to supply chains – and to what boards know, ask and do about exploitation.

Human rights
Supply chains

type: Board practices
date: 07/08/26

Boardroom Premium

Boards must manage a CEO’s conduct, not just the numbers

Boards must manage a CEO’s conduct, not just the numbers

Silence does not protect a board’s reputation. It weakens it – especially when concerns about a chief executive’s conduct go unaddressed.

Accountability
CEOs
Chairing

type: Board practices
date: 06/08/26

Boardroom Premium

When governance arrangements stop working

When governance arrangements stop working

A new three-year review rule gives charities a chance to uncover weak oversight and outdated practices before pressure exposes them.

Accountability
Compliance
Decision making

type: Board practices
date: 06/08/26

KORDIA

AI has entered the attack chain

AI has entered the attack chain

Two recent cases show human-directed AI finding and exploiting software flaws, making faster patching, isolation and response more urgent.

AI
Cyber security
From our sponsors

type: Board practices
date: 24/07/26

From agreement to appointments: Nicola Grigg on women in governance

From agreement to appointments: Nicola Grigg on women in governance

Minister for Women Nicola Grigg urged appointing leaders to widen networks, back emerging talent and turn support into board appointments.

Board composition
Diversity & inclusion
Succession Planning

type: Board practices
date: 24/07/26

Finding the signal in a world of flipped rules

Finding the signal in a world of flipped rules

McKinsey senior partner Chris Bradley says boards need to update the way they read the world, choose a direction and make bigger moves.

AI
Future-proofing
Productivity

type: Board practices
date: 23/07/26

Good boards don't assume they have all the answers

Good boards don't assume they have all the answers

After rebuilding its governance foundations, Scouts Aotearoa used an independent board evaluation to identify where it could continue to…

Board evaluation

type: Board practices
date: 09/07/26

Boardroom Premium

How do you govern a trillionaire?

How do you govern a trillionaire?

Across the technology sector we have seen the emergence of founder-led organisations designed to preserve control long after public listing.

Accountability
Board-management relationship
Decision making

type: Board practices
date: 01/07/26

Who didn’t apply for the role?

Who didn’t apply for the role?

Strong boards are built through deliberate appointments, not familiar names.

Board composition

type: Board practices
date: 25/06/26

Six years above target, but only just

Six years above target, but only just

Women hold 50.2% of public sector board roles, down from 53.9% in 2023. Now directors need to look below the boardroom.

Diversity & inclusion
Public sector
Remuneration

type: Board practices
date: 25/06/26

KORDIA

AI is shrinking the cyber defence window

AI is shrinking the cyber defence window

A rare Five Eyes advisory warns AI is changing cyber risk timelines from months to days.

AI
Cyber security
From our sponsors

type: Board practices
date: 12/06/26

Large privacy breaches impact us all

Large privacy breaches impact us all

Personal information can be exposed in an instant. Boards need to test how they would respond.

Cyber security
Privacy

type: Board practices
date: 12/06/26

Boardroom Premium

The green dashboard trap at ASX

The green dashboard trap at ASX

Rob Whitfield, who led the inquiry into Australia’s main securities exchange, says boards must test whether reporting reflects reality.

type: Board practices
date: 08/06/26

Boardroom Premium

When risk moves faster than the board pack

When risk moves faster than the board pack

A Wellington panel hosted by Marsh and the IoD examined geopolitics, workforce pressure, AI and the limits of quarterly risk reporting.

type: Board practices
date: 04/06/26

How to avoid big leaps in director fees

How to avoid big leaps in director fees

BRANZ leaders say regular, independent benchmarking gives boards a stronger basis for director fee decisions.

Board composition
Remuneration

type: Board practices
date: 25/05/26

Boardroom Premium

Election year governance: what boards need to know about political activity

Election year governance: what boards need to know about political activity

Boards should be clear on donations, advocacy and the risk of political alignment as scrutiny intensifies.

Ethics
Policy and legislation

type: Board practices
date: 18/05/26

Boardroom Premium

Boards, not luck, deliver growth

Boards, not luck, deliver growth

Hope isn’t a strategy. Disciplined boards set direction, back innovation and keep trust intact through shocks.

Future-proofing
Innovation

type: Board practices
date: 15/05/26

Transparency under pressure: what school boards can learn from the OIA debate

Transparency under pressure: what school boards can learn from the OIA debate

Growing requests for information are challenging how schools manage accountability and oversight.

Compliance
Schools
Transparency

type: Board practices
date: 12/05/26

Boardroom Premium

Governance at the interface: lessons for public sector directors

Governance at the interface: lessons for public sector directors

“Boards can be too timid and get it wrong, or too bold and get it wrong,” says Simon Bridges.

Decision making
Public sector

type: Board practices
date: 11/05/26

Boards built for yesterday will not survive tomorrow

Boards built for yesterday will not survive tomorrow

CEOs say boards need sharper strategy, stronger composition and greater readiness for AI, capital pressure and energy transition.

Decision making

type: Board practices
date: 04/05/26

Boardroom Premium

The end of beer-and-pizza boards

The end of beer-and-pizza boards

For growing businesses, advisory boards are no longer informal sounding boards. They’re structured, accountable and future-focused.

Decision making
SME governance

type: Board practices
date: 21/04/26

Modern slavery and supply chains: key lessons for boards

Modern slavery and supply chains: key lessons for boards

Experience from Australia shows that meaningful progress relies on sustained oversight, capability and engagement with suppliers.

type: Board practices
date: 17/04/26

Boardroom Premium

Boards, like cheeseboards, depend on the mix

Boards, like cheeseboards, depend on the mix

Boards are adding skills and diversity, but it is how those elements work together – not recruitment alone – that drives performance.

Board composition

type: Board practices
date: 13/04/26

Boardroom Premium

Why Graham Wells swapped sole control for stronger governance

Why Graham Wells swapped sole control for stronger governance

The Wells Group founder talks advisory boards, decision-making and building trust in a growing governance structure.

Board composition
Decision making

type: Board practices
date: 02/04/26

Boardroom Premium

Fuel constraints are the signal – governance readiness is the real test

Fuel constraints are the signal – governance readiness is the real test

The Middle East conflict is already affecting operating conditions. Directors need clarity on what this means for their organisations.

Crisis management

type: Board practices
date: 02/04/26

Boardroom Premium

Stay close, stay trusted – Judith Collins’ message to public boards

Stay close, stay trusted – Judith Collins’ message to public boards

“You are stewards of public money and whether you like it or not, you operate in a political environment,” said Collins.

Public sector

type: Board practices
date: 01/04/26

Boardroom Premium

What happens when governance considers generations not yet born?

What happens when governance considers generations not yet born?

A panel reveals how governance shifts when decisions are grounded in culture, community and long-term stewardship.

Māori governance

type: Board practices
date: 25/03/26

Boardroom Premium

Growth is easy – sustainable growth is governance

Growth is easy – sustainable growth is governance

Boards face growing pressure to scale impact while staying true to mission. Directors share lessons on governing expansion.

Not-for-profit governance

type: Board practices
date: 20/03/26

Boardroom Premium

Building boards for New Zealand’s new water entities

Building boards for New Zealand’s new water entities

Water reform will demand capable boards, clear purpose and strong relationships to deliver long-term infrastructure change.

Public sector

type: Board practices
date: 19/03/26

The hidden value of cognitive diversity for boards and leadership teams

The hidden value of cognitive diversity for boards and leadership teams

Research suggests boards with greater cognitive diversity report stronger cohesion and satisfaction, challenging assumptions about conflict.

Board dynamics
Diversity & inclusion

type: Board practices
date: 16/03/26

ASB

Boardroom Premium

Economic recovery brings opportunities – and risks – for boards

Economic recovery brings opportunities – and risks – for boards

Nick Tuffley says the worst of the slowdown may be behind us, but boards still face a volatile economic outlook.

From our sponsors

type: Board practices
date: 16/03/26

Boardroom Premium

Cost control drives movement in latest Boardroom Table rankings

Cost control drives movement in latest Boardroom Table rankings

Steven Joyce and Hamish Rumbold climbed the rankings as companies focused on reducing internal costs, according to Datamine.

Leadership
NZX

type: Board practices
date: 11/03/26

Looking in the mirror: why effective boards evaluate themselves

Looking in the mirror: why effective boards evaluate themselves

Holding management to account starts with holding the board to account.

Board evaluation

type: Board practices
date: 10/03/26

Boardroom Premium

Has Australia’s two-strikes rule outlived its purpose?

Has Australia’s two-strikes rule outlived its purpose?

After a heated AGM season and fresh stakeholder feedback to the regulator, the controversial rule is again under debate.

Regulation
Remuneration

type: Board practices
date: 06/03/26

The path to more women in governance

The path to more women in governance

Gender-balanced boards improve decision-making and risk oversight. Why has the private sector yet to catch up?

Board composition
Diversity & inclusion
Women in governance

type: Board practices
date: 06/03/26

Compliance to confidence: strengthening governance as expectations rise

Compliance to confidence: strengthening governance as expectations rise

Thousands of societies must re-register by 5 April 2026 amid wider governance reforms affecting charities and trusts.

Not-for-profit governance
Policy and legislation

type: Board practices
date: 02/03/26

Who’s missing from your audit and risk committee?

Who’s missing from your audit and risk committee?

Less audit, more risk: effective committees require broader capability and diversity of thought.

Audit
Board composition

type: Board practices
date: 23/02/26

What decisions are we comfortable delegating to machines?

What decisions are we comfortable delegating to machines?

Rei Ishikawa MInstD urges boards to focus on real problems, not just technology, and ensure tech choices reflect organisational values.

AI

type: Board practices
date: 20/02/26

When pressure grows, double down on purpose

When pressure grows, double down on purpose

Boards should respond to stakeholder pressure by reaffirming their organisational purpose, according to our latest Pulse Check of members.

Stakeholders

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: 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: Board practices
date: 17/02/26

Modern slavery legislation arrives: directors come into scope

Modern slavery legislation arrives: directors come into scope

Passive disclosure is ending. The new regime proposes enforceable reporting and personal accountability for directors.

Human rights

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: Board practices
date: 03/02/26

OPINION

Boardroom Premium

IMHO: What the Manage My Health breach reveals about board oversight

IMHO: What the Manage My Health breach reveals about board oversight

A high-profile cyber incident exposed deeper failures in accountability, leadership and organisational responsibility.

Accountability
Cyber security
Privacy

type: Board practices
date: 02/02/26

KORDIA

Get cyber smart now

Get cyber smart now

Stakeholders now view ineffective response to a cyber incident as evidence of governance and management failure.

Cyber security
From our sponsors

type: Board practices
date: 27/01/26

Governing trust under pressure: what not-for-profit boards need in 2026

Governing trust under pressure: what not-for-profit boards need in 2026

Trust now lies where strategy, culture, risk and relationships meet – a test of governance discipline, not just reputation.

Not-for-profit governance

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

Boardroom Premium

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: Board practices
date: 12/01/26

Boardroom Premium

Ethics at the edge: a new framework for leadership in the boardroom

Ethics at the edge: a new framework for leadership in the boardroom

Boards are full of smart people. So why is doing the right thing often the hardest part?

Decision making
Ethics

type: Board practices
date: 19/12/25

Top 5 issues for directors in 2026: are you ready?

Top 5 issues for directors in 2026: are you ready?

Boards face rising pressure on performance, trust and judgement. These are the five key themes shaping governance in the year ahead.

type: Board practices
date: 12/12/25

Confidence isn’t capability: why director development matters

Confidence isn’t capability: why director development matters

Many directors lean on experience over structured training, and the skills gap starts long before they join a board.

Director duties
Future-proofing

type: Board practices
date: 12/12/25

Boardroom Premium

Batterton moves into second as Boardroom Table rankings shift

Batterton moves into second as Boardroom Table rankings shift

Strong gains at Scales and Briscoes lift Tony Batterton, as changes at Rakon and a new Warehouse Group appointment reshape the landscape.

Leadership

type: Board practices
date: 11/12/25

Boardroom Premium

Budget blind spots and risky decisions: a warning for every board

Budget blind spots and risky decisions: a warning for every board

School audits reveal universal governance risks for every board – whether in a school, a startup or a listed entity.

Audit
Schools

type: Board practices
date: 10/12/25

Backing the call: sand, safety and a board’s response

Backing the call: sand, safety and a board’s response

Faced with potential asbestos exposure, the school principal acted fast – supported by a board confident in the process.

Crisis management
Health and safety
Leadership

type: Board practices
date: 09/12/25

Boardroom Premium

The board’s new mandate: smarter oversight, stronger results

The board’s new mandate: smarter oversight, stronger results

Independence, challenge and self-review: five ways New Zealand directors can future-proof their governance.

Accountability

type: Board practices
date: 04/12/25

Boardroom Premium

Board fees in Australia: scale drives pay gaps in private and NFP sectors

Board fees in Australia: scale drives pay gaps in private and NFP sectors

From unpaid charity roles to six-figure private company chairs, board fees vary widely as rising expectations challenge traditional models.

Not-for-profit governance
Remuneration

type: Board practices
date: 04/12/25

Boardroom Premium

Fees rise for Australian directors, but expectations rise faster

Fees rise for Australian directors, but expectations rise faster

Despite modest increases in board fees, Australian directors face growing pressure from rising workloads, personal risk and compliance.

Remuneration

type: Board practices
date: 03/12/25

Boardroom Premium

Governing AI: Why internal audit matters more than ever

Governing AI: Why internal audit matters more than ever

As AI reshapes business risk, boards must ensure innovation aligns with ethics, regulation and strategy.

Accountability
AI

type: Board practices
date: 28/11/25

Boardroom Premium

Beyond the headlines: what the BBC crisis teaches directors

Beyond the headlines: what the BBC crisis teaches directors

From editorial lapses to poor escalation, the latest controversy shows how fragile governance becomes when culture and transparency slip.

Accountability
Governance failures

type: Board practices
date: 28/11/25

Breaking the board evaluation stigma

Breaking the board evaluation stigma

Board evaluations aren’t a sign that something is wrong – they’re one of the clearest signs a board is focused on doing things right.

Board evaluation

type: Board practices
date: 28/11/25

Representation isn’t enough: Prudence Walker on power and participation

Representation isn’t enough: Prudence Walker on power and participation

Why disabled voices on boards must go beyond tokenism to real influence.

Diversity & inclusion
Stakeholders

type: Board practices
date: 27/11/25

Boardroom Premium

Boards under pressure: Navigating rising investor demands

Boards under pressure: Navigating rising investor demands

Directors face a new reality: diverse investor priorities and active enforcement of governance standards.

Stakeholders

type: Board practices
date: 21/11/25

Boardroom Premium

Biggest mover in Datamine’s new director rankings revealed

Biggest mover in Datamine’s new director rankings revealed

Freightways and Auckland Airport director David Grant Devonport rises 26 places into the top 20 in the Boardroom Table.

Accountability
Board evaluation
NZX

type: Board practices
date: 14/11/25

MARSH

When familiar risks become blind spots

When familiar risks become blind spots

Chartered Members join Marsh to explore key risks where directors may be underestimating the speed, complexity or convergence of change.

From our sponsors

type: Board practices
date: 14/11/25

Boardroom Premium

From honey to high-tech: boards at the centre of New Zealand’s M&A wave

From honey to high-tech: boards at the centre of New Zealand’s M&A wave

With deals such as Xero-Melio and Comvita-Florenz, boards must lead with discipline, from due diligence to integration.

type: Board practices
date: 14/11/25

Boardroom Premium

Did I get it right? Looking back to lead forward

Did I get it right? Looking back to lead forward

Boards haven’t kept pace with a changing world. To lead effectively, directors must embrace greater curiosity, accountability and courage.

Future-proofing

type: Board practices
date: 14/11/25

Boardroom Premium

One system, one vision: New Zealand Football’s bold governance overhaul

One system, one vision: New Zealand Football’s bold governance overhaul

Reforms replace elections with appointments to better align board capability with strategic priorities.

Board composition
Succession Planning

type: Board practices
date: 14/11/25

DENTONS

Employee ownership trusts: a potential solution for family business succession

Employee ownership trusts: a potential solution for family business succession

EOTs can help ensure the long-term prosperity of our SMEs.

Family business
From our sponsors
Succession Planning

type: Board practices
date: 14/11/25

HSE GLOBAL

The strategic value of business continuity in the boardroom

The strategic value of business continuity in the boardroom

Boards must take a strategic view – shifting the question from ‘How would we respond?’ to ‘How can we anticipate?’

From our sponsors

type: Board practices
date: 12/11/25

Why the softening of DEI won’t derail meaningful change

Why the softening of DEI won’t derail meaningful change

Organisational structures are essential for productivity, but could yours be limiting growth for future leaders and diverse stakeholders?

Diversity & inclusion
Leadership

type: Board practices
date: 12/11/25

What’s your business really worth? The role of governance in valuation

What’s your business really worth? The role of governance in valuation

Good governance drives confidence, continuity and value – and it matters more than ever when planning your business exit or succession.

SME governance
Succession Planning

type: Board practices
date: 31/10/25

New platform ranks NZX directors by performance and reputation

New platform ranks NZX directors by performance and reputation

Drawing on more than 200 data points, The Boardroom Table tracks how directors affect shareholder value and public perception.

Leadership
NZX

type: Board practices
date: 31/10/25

Tō tātou waka, tō tātou huarahi

Tō tātou waka, tō tātou huarahi

A taonga marks a shared journey in governance, where kaupapa Māori and mainstream leadership move forward together.

Māori governance

type: Board practices
date: 22/10/25

How far is too far? Balancing ambition and culture in the boardroom

How far is too far? Balancing ambition and culture in the boardroom

Bowen Pan’s call to “execute relentlessly” at the IoD conference sparks debate on driving performance without compromising culture.

Leadership

type: Board practices
date: 21/10/25

DENTONS

Value for money at heart of Government Procurement Rules

Value for money at heart of Government Procurement Rules

The fifth edition of the Government Procurement Rules has been published and the new Rules come into effect on 1 December 2025.

From our sponsors
Public sector

type: Board practices
date: 15/10/25

The road ahead: reform, risk and resilience for boards

The road ahead: reform, risk and resilience for boards

Economic fragility and regulatory change dominate – directors must lead with foresight and confidence.

Compliance

type: Board practices
date: 24/09/25

School boards are teams, not personal agendas

School boards are teams, not personal agendas

New school board members need a clear induction, shared goals and collective decision-making to govern effectively.

Board meetings
Schools

type: Board practices
date: 22/09/25

Leadership Conference

David Kirk: leading a board of strangers

David Kirk: leading a board of strangers

Inside New Zealand Rugby’s governance reset: building trust, setting board values early and balancing community with commercial.

Board composition
Leadership

type: Board practices
date: 10/09/25

Better a good vacancy than a bad appointment

Better a good vacancy than a bad appointment

The sudden and very public departure of Nestlé CEO Laurent Freixe highlights the importance of getting the appointment right.

CEOs
Governance failures

type: Board practices
date: 27/08/25

From trend to transformation: the rise of advisory boards

From trend to transformation: the rise of advisory boards

Advisory boards are helping reshape governance. The Certified Chair™ Executive Program builds capability to lead this transformation.

type: Board practices
date: 08/08/25

Building future-ready boards

Building future-ready boards

Governing bodies must lift their capability to meet rising risks. Here’s why they should invest – and what’s standing in their way.

Board evaluation