Leadership news content | IoD NZ

type: Leadership
date: 17/08/26

Why set-and-forget strategies are no longer an option for boards

Why set-and-forget strategies are no longer an option for boards

Directors have access to more information but less certainty. Find out why past approaches are no guarantee of future success.

type: Leadership
date: 04/08/26

When geopolitics trumps geoeconomics

When geopolitics trumps geoeconomics

The assumptions that underpinned business for three decades no longer hold. Charles Edel explains why geopolitics is increasingly driving…

Decision making
Supply chains

type: Leadership
date: 27/07/26

The boardroom, the Beehive and the bizarre

The boardroom, the Beehive and the bizarre

Patrick Gower will share lessons from a career spent watching leaders under pressure at the IoD’s Leadership Conference.

Decision making

type: Leadership
date: 20/07/26

Before you take the chair

Before you take the chair

Tania Te Rangingangana Simpson says future chairs need to see good chairing in action before they take the role themselves.

Chairing
Member profiles

type: Leadership
date: 20/07/26

Boardroom Premium

Inside sports governance: why silence can be deadly

Inside sports governance: why silence can be deadly

Olympian Anne Hare says sports boards must listen to athletes, strengthen their duty of care and create safer pathways through elite sport.

type: Leadership
date: 13/07/26

Leadership in the public eye

Leadership in the public eye

Mayor Andrew Little will share insights and experience from his central and local government career at the IoD’s National Leadership…

Chairing
Decision making
Public sector

type: Leadership
date: 08/07/26

Boardroom Premium

The power of "Yes, and" thinking

The power of "Yes, and" thinking

A simple improvisation principle offers directors a practical way to strengthen challenge, collaboration and decision-making.

Board dynamics
Decision making

type: Leadership
date: 26/06/26

OPINION

Boardroom Premium

IMHO: The leaders we already have across our community

IMHO: The leaders we already have across our community

All Black Ardie Savea’s response to being named captain offers an insight into Pacific styles of leadership.

Leadership

type: Leadership
date: 25/06/26

Boardroom Premium

Your chief executive is decoding you

Your chief executive is decoding you

Mixed signals from directors can make chief executives hesitate, weakening delegation and increasing cognitive load.

Board dynamics
Board-management relationship

type: Leadership
date: 11/06/26

Gerry tops Boardroom Table as Infratil and Meridian chairs rise

Gerry tops Boardroom Table as Infratil and Meridian chairs rise

Alison Gerry CFInstD and Mark Verbiest CFInstD surge into first and second as renewable technology and energy advantage drive results.

Leadership
NZX

type: Leadership
date: 09/06/26

Boardroom Premium

‘Know when to fly and when to dive’

‘Know when to fly and when to dive’

Vanessa Stoddart CFInstD and Jane Wrightson CMInstD on judgement, purpose and what governance really asks of directors.

Board dynamics
Women in governance

type: Leadership
date: 05/06/26

What if your entire board heard the same message at the same time?

What if your entire board heard the same message at the same time?

Learning together helps directors test ideas and bring fresh thinking back to the board table, says Pacific Homecare chair Caren Rangi.

type: Leadership
date: 04/06/26

Leading with heart: women in governance, diversity and courageous conversations

Leading with heart: women in governance, diversity and courageous conversations

Tough calls, limited resources and lives on the line. Natasha Harvey CMInstD explains why governing with heart and compassion matters.

Board dynamics
Women in governance

type: Leadership
date: 28/05/26

Boardroom Premium

‘Big bang’ moment at New Zealand Winegrowers

‘Big bang’ moment at New Zealand Winegrowers

As New Zealand Winegrowers names Anishka Jelicich CEO, chair Fabian Yukich MInstD talks succession, board renewal and stepping aside.

Board composition
Succession Planning

type: Leadership
date: 20/05/26

A boardroom experience that transformed executive leadership

A boardroom experience that transformed executive leadership

What began as a Future Director role became a catalyst for sharper thinking about risk, strategy and accountability.

type: Leadership
date: 12/05/26

Boardroom Premium

In the eye of the storm: how a CEO held the line

In the eye of the storm: how a CEO held the line

Karla Lee MInstD faced criticism she could not answer without breaching trust. Board support helped steady the chamber.

Board-management relationship
Crisis management

type: Leadership
date: 01/05/26

Boardroom Premium

Fuel crisis puts cost, resilience and judgement to the test

Fuel crisis puts cost, resilience and judgement to the test

IoD pulse survey reveals high concern over fuel volatility, but boards are making measured, incremental changes.

Crisis management
Decision making

type: Leadership
date: 01/05/26

Boardroom Premium

What happens when your CEO suddenly disappears?

What happens when your CEO suddenly disappears?

As Chris Williams MInstD found, a serious and immediate leadership absence tests decision making, resilience and organisational structure.

Crisis management
Succession Planning

type: Leadership
date: 16/04/26

Boardroom Premium

‘I didn’t act soon enough’: the hard call boards face on CEO transitions

‘I didn’t act soon enough’: the hard call boards face on CEO transitions

Boards often sense the need for CEO change long before they act. Handled well, the moment can become a source of strength.

Succession Planning

type: Leadership
date: 15/04/26

Fuel disruption highlights governance responses in latest Boardroom Table update

Fuel disruption highlights governance responses in latest Boardroom Table update

Datamine’s April release combines its director rankings with analysis of how companies are responding to supply chain disruption.

Leadership
NZX

type: Leadership
date: 23/03/26

Boardroom Premium

Growth is harder, risk is rising: boards face a structural reset

Growth is harder, risk is rising: boards face a structural reset

As traditional growth levers lose impact, boards must rethink how value is created and sustained.

type: Leadership
date: 20/03/26

Boardroom Premium

The rules have changed: The chair’s role hasn’t

The rules have changed: The chair’s role hasn’t

Employment Relations Act reforms reshape CEO leverage and exits. Chairs still set the tone, manage risk and protect reputation.

Board-management relationship

type: Leadership
date: 19/03/26

DENTONS

Boardroom Premium

Directors’ duties and escalating risk: lessons from ASIC v Bekier

Directors’ duties and escalating risk: lessons from ASIC v Bekier

An Australian court ruling highlights directors’ obligations when serious risks emerge, with important implications for New Zealand boards

From our sponsors

type: Leadership
date: 18/03/26

How women can lead with authority – and still be heard

How women can lead with authority – and still be heard

Social conditioning still shapes how women’s voices are received. Understanding ‘hedging’ helps leaders speak with clarity and impact.

Diversity & inclusion
Women in governance

type: Leadership
date: 18/03/26

KORDIA

The future of AI is human. Women must be central to designing it.

The future of AI is human. Women must be central to designing it.

AI is more than a tech topic. It is integral to how we will organise our workplaces in the future.

Digital transformation
From our sponsors
Women in governance

type: Leadership
date: 17/03/26

Director to chair: stepping into system leadership

Director to chair: stepping into system leadership

More women serve on boards, yet fewer progress to the chair. The shift requires visible governance authority and deliberate succession.

Chairing
Succession Planning
Women in governance

type: Leadership
date: 11/03/26

The next generation of women leaders must not be left waiting

The next generation of women leaders must not be left waiting

At the IoD’s IWD event, leaders stressed that progress depends on opening doors – and ensuring more women can walk through them.

Diversity & inclusion
Women in governance

type: Leadership
date: 18/02/26

When shareholders vote against directors, they are voting on trust

When shareholders vote against directors, they are voting on trust

Director elections are becoming a referendum on leadership credibility, oversight and long-term stewardship.

Shareholders

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: Leadership
date: 10/02/26

Aligned, not entangled: The quiet partnership that shapes governance from the top

Aligned, not entangled: The quiet partnership that shapes governance from the to...

The chair-chief executive dynamic sets the tone. Rob Facer CMInstD shares what helps it thrive – and what gets in the way.

Board-management relationship
Chairing

type: Leadership
date: 22/12/25

Reading the signals: what mattered most to the governance community in 2025

Reading the signals: what mattered most to the governance community in 2025

Reading habits in 2025 reveal what really commanded attention in the boardroom.

My governance playlist

type: Leadership
date: 11/12/25

Boardroom Premium

Leading with the ‘why’: Margie Apa on board judgement and clarity

Leading with the ‘why’: Margie Apa on board judgement and clarity

Boards must ‘rationalise how we go forward’ – a level of sophistication the former Te Whatu Ora CEO says is essential in governance.

Board-management relationship
Decision making
Purpose

type: Leadership
date: 01/12/25

Emerging directors under pressure: inside a simulated governance crisis

Emerging directors under pressure: inside a simulated governance crisis

A digital failure at a fictional health provider tests the judgement, values and leadership of the next generation of directors.

type: Leadership
date: 25/11/25

IoD recognises five new Distinguished Fellows

IoD recognises five new Distinguished Fellows

Our 2025 Distinguished Fellows bring deep governance experience across energy, construction, education, textiles and more

type: Leadership
date: 14/11/25

‘You listened us to agreement’ – leading with humility

‘You listened us to agreement’ – leading with humility

Sir Ashley Bloomfield on the power of listening, governance and learning from every seat at the table.

Public sector

type: Leadership
date: 14/11/25

Boardroom Premium

Merging to lead, not just survive

Merging to lead, not just survive

Intentional governance, independent facilitation and shared values shaped a new model for disability leadership.

Board composition
Diversity & inclusion

type: Leadership
date: 23/10/25

What rising acceptance of violence means for boards

What rising acceptance of violence means for boards

In a time of heightened division, directors must act as custodians of civility – trust, stability and effective governance depend on it.

type: Leadership
date: 16/10/25

Trust with teeth: managing chair-CEO tension for performance

Trust with teeth: managing chair-CEO tension for performance

Behind every high-functioning board lies a dynamic that shapes decisions, sharpens oversight and builds strategic clarity.

CEOs
Chairing
Leadership

type: Leadership
date: 16/10/25

Former Prime Minister Jim Bolger DistFInstD remembered as a ‘towering figure’

Former Prime Minister Jim Bolger DistFInstD remembered as a ‘towering figure’

A long-serving member of the Institute of Directors, Bolger is being remembered for his leadership in politics and governance.

Leadership

type: Leadership
date: 29/09/25

Creating culture and civility in the workplace

Creating culture and civility in the workplace

Incivility erodes trust, wellbeing and performance. Directors who embed civility protect their people and their licence to operate.

Wellbeing

type: Leadership
date: 22/09/25

Leadership Conference

‘We are human first, before we are directors’

‘We are human first, before we are directors’

What happens when directors feel safe to speak – and challenge?

Leadership

type: Leadership
date: 22/09/25

Leadership Conference

Boards in the age of grievance: leading when trust is fragile

Boards in the age of grievance: leading when trust is fragile

Edelman’s global research warns directors to act with courage, empathy and clarity.

Leadership

type: Leadership
date: 22/09/25

Leadership Conference

Entry to impact: making your mark in the first 90 days

Entry to impact: making your mark in the first 90 days

Your board seat is earned. Now here’s how to make it count.

Leadership

type: Leadership
date: 22/09/25

Leadership Conference

Boards that adapt: trust, ambition and humanity in practice

Boards that adapt: trust, ambition and humanity in practice

From execution discipline to human-centred leadership, here’s how boards can lift performance and create long-term value.

Leadership

type: Leadership
date: 22/09/25

LEADERSHIP CONFERENCE

Judgement at the heart of governance: hard lessons from corporate crises

Judgement at the heart of governance: hard lessons from corporate crises

Joe Aston tells directors that ignoring red flags and over-relying on CEOs leaves boards exposed.

CEOs
Leadership

type: Leadership
date: 22/09/25

Leadership Conference

Boards that win: Bowen Pan’s challenge to directors

Boards that win: Bowen Pan’s challenge to directors

Ambition, pace and relentless execution are essential if New Zealand companies are to scale globally and lift Aotearoa’s future growth.

Decision making
Leadership

type: Leadership
date: 22/09/25

Leadership Conference

Contribution over comfort: the mindset of a high-performing chair

Contribution over comfort: the mindset of a high-performing chair

Dame Rosanne Meo, George Adams and Marama Royal on leading boards with courage, conviction and meaningful connection.

Chairing
Leadership

type: Leadership
date: 19/09/25

LEADERSHIP CONFERENCE

Trust, technology and talent: key themes from the 2025 Leadership Conference

Trust, technology and talent: key themes from the 2025 Leadership Conference

Courageous chairing, demographic change and the challenge of leading new boards are reshaping effective governance in Aotearoa New Zealand.

Leadership

type: Leadership
date: 18/09/25

LEADERSHIP CONFERENCE

Christopher Luxon to directors: lead at the speed of change

Christopher Luxon to directors: lead at the speed of change

At the IoD Leadership Conference, the Prime Minister calls on directors to lead strategically on technology, performance and productivity.

Leadership

type: Leadership
date: 18/09/25

The importance of shared spaces – and being heard

The importance of shared spaces – and being heard

Are boards truly making space for new voices – and how do relational aspects help create stronger governance?

type: Leadership
date: 16/09/25

How you communicate can make or break the boardroom

How you communicate can make or break the boardroom

What we say – and how we say it – can shape boardroom culture. Linguist Dr Meredith Marra explains why communication styles matter.

type: Leadership
date: 05/09/25

Trust under pressure, but not beyond repair

Trust under pressure, but not beyond repair

How can boards lead with purpose in a complex world that wants them to speak up?

type: Leadership
date: 04/09/25

Bowen Pan: Boards are key to building successes that can shift a country’s trajectory

Bowen Pan: Boards are key to building successes that can shift a country’s traje...

Why New Zealand boards need to shift from compliance to growth.

Innovation

type: Leadership
date: 27/08/25

The real test for boards: productivity

The real test for boards: productivity

Dame Rosanne Meo DistFInstD says New Zealand is facing its toughest governance context in decades, with productivity the most urgent issue.

Productivity

type: Leadership
date: 07/08/25

Titan tragedy shows the danger of dominant CEOs

Titan tragedy shows the danger of dominant CEOs

From Titan to Qantas, unchecked power exposes governance flaws. Boards must question, challenge and hold CEOs to account.

CEOs
Governance failures

type: Leadership
date: 22/07/25

Keeping the board on track: lessons from the driver’s seat

Keeping the board on track: lessons from the driver’s seat

Like an F1 race, governance moves fast. George Adams CFInstD shares the instincts that set great chairs apart.

Board dynamics
Chairing
Leadership

type: Leadership
date: 13/06/25

Governance news bites – 13 June

Governance news bites – 13 June

A collection of governance-related news you might have missed in the past two weeks.

CEOs
Compliance
Diversity & inclusion

type: Leadership
date: 12/06/25

Why inclusion belongs in the boardroom

Why inclusion belongs in the boardroom

Pride Month is a reminder that LGBTQIA+ inclusion isn’t just the right thing to do – it’s good governance.

Leadership

type: Leadership
date: 11/06/25

Cultivating courage: Psychological safety in the boardroom

Cultivating courage: Psychological safety in the boardroom

Do you feel safe enough to be brave?

Diversity & inclusion

type: Leadership
date: 28/05/25

Courage, connection and authenticity: Leadership lessons from the front line

Courage, connection and authenticity: Leadership lessons from the front line

Leadership doesn’t live in models or mission statements – it lives in experience, says Dr Ellen Joan Ford.

Leadership

type: Leadership
date: 27/05/25

How to break a toxic organisational culture

How to break a toxic organisational culture

A board’s failure to govern culture risks not just performance but legacy and reputation.

Leadership

type: Leadership
date: 23/05/25

Institute of Directors Annual General Meeting 2025 report

Institute of Directors Annual General Meeting 2025 report

A new President, a new face on our board and a member’s motion passed.

Reporting

type: Leadership
date: 15/05/25

Boards' most important job: Lessons from a 100-day CEO

Boards' most important job: Lessons from a 100-day CEO

The chief executive failed and so, initially, did the board. Ethics, contracts and scrutiny matter.

CEOs

type: Leadership
date: 15/05/25

Why directors must champion social cohesion

Why directors must champion social cohesion

When people lose confidence in democracy, it often follows a loss of trust in institutions, leadership, or their ability to shape outcomes.

type: Leadership
date: 24/04/25

New season of Board Matters 2025

New season of Board Matters 2025

In season 4 of Board Matters, host Steven Moe MInstD is joined by a panel of directors to unpack the big issues facing boardrooms in 2025.

type: Leadership
date: 22/04/25

Peter Cox: "It's about respecting the past and not being frozen by it"

Peter Cox: "It's about respecting the past and not being frozen by it"

Peter Cox shares why directors shouldn't forget history, a need for new voices on boards, and the challenges of long term strategy.

Decision making
Succession Planning

type: Leadership
date: 01/04/25

Wellington changemakers receive governance top honour

Wellington changemakers receive governance top honour

Pushing for change and contributing to positive outcomes. Read about the significant mark two women have left on Aotearoa New Zealand.

Board composition
Purpose

type: Leadership
date: 28/03/25

No success without succession

No success without succession

Janine Stewart says the Mainzeal case highlighted the importance of skill sets at the board table and the need for succession planning.

Due diligence
Future-proofing
Liability

type: Leadership
date: 12/03/25

Strategic focus needed to future-proof New Zealand’s economy

Strategic focus needed to future-proof New Zealand’s economy

Traditional economic strengths may no longer be sufficient to ensure our future prosperity, new report claims.

type: Leadership
date: 11/03/25

The wake you leave behind

The wake you leave behind

The wake you leave behind needs to be about normalising the presence of women in governance, not as the exception, but as the expectation.

Board composition
Board dynamics
Chairing

type: Leadership
date: 11/03/25

Why microaggressions could send women off the glass cliff

Why microaggressions could send women off the glass cliff

Burn out and distress might be a result of microaggressions and could be derailing women from getting to the top – and staying there.

Board dynamics
Diversity & inclusion
Leadership

type: Leadership
date: 10/03/25

Mentoring: A safe harbour

Mentoring: A safe harbour

Mentoring can enable you to stay the course, overcome challenges or obstacles and move forward with clarity. Find out more.

Chairing
Leadership

type: Leadership
date: 20/02/25

Governance and orders of consciousness: a different leadership lens

Governance and orders of consciousness: a different leadership lens

Effective directors and chairs need more than job-based competencies.

Leadership

type: Leadership
date: 04/02/25

Board Packs support effective decisions

Board Packs support effective decisions

Zero in on governance specific issues with Board Packs - the Institute of Directors’ new board development product.

Board meetings
Conflict of interests
Health and safety

type: Leadership
date: 17/01/25

Steve O’Donnell’s Advanced Directors’ Course insights

Steve O’Donnell’s Advanced Directors’ Course insights

Steve O’Donnell CMInstD of HCL Tech expected insights from IoD’s Advanced Directors’ Course—but says it exceeded expectations.

type: Leadership
date: 09/12/24

Rodney Wong’s Success – finding points of light

Rodney Wong’s Success – finding points of light

Digging deep allows for positive change to take place at the board table, according to Palmerston North director Rodney Wong. Find out more.

Board dynamics
Decision making
Leadership

type: Leadership
date: 05/12/24

Good governance means asking the right questions

Good governance means asking the right questions

Director and community leader Arun Chaudhari MInstD shares how the Company Directors’ Course (CDC) has made a difference in his work.

Diversity & inclusion
Leadership

type: Leadership
date: 28/11/24

What it’s really like as a non-executive director

What it’s really like as a non-executive director

Three things to consider before becoming a non-executive director.

Leadership
Liability

type: Leadership
date: 20/11/24

First Steps in Governance awards for Canterbury directors

First Steps in Governance awards for Canterbury directors

Three Canterbury directors have an opportunity to increase their governance experience and skills.

type: Leadership
date: 31/10/24

Are directors of founder-led companies being set up to fail?

Are directors of founder-led companies being set up to fail?

It can be hard to rein in one dominant individual unless boundaries are set.

type: Leadership
date: 09/10/24

Congratulations to our 2024 Emerging Directors

Congratulations to our 2024 Emerging Directors

Members nationwide have been honoured by their branches with Emerging Director Awards.

type: Leadership
date: 02/10/24

Equipping Kiwi boards for robust conversations

Equipping Kiwi boards for robust conversations

How you communicate at the board table matters. Find out why Kiwi boards might be more open to diverse views.

Board-management relationship

type: Leadership
date: 01/10/24

Future-focused governance: Gavin Mark Fernandez on the value of the IoD’s Advanced Directors’ Course

Future-focused governance: Gavin Mark Fernandez on the value of the IoD’s Advanc...

Gavin Mark Fernandez shares how IoD’s Advanced Directors’ Course sharpened his leadership and prepared him for the future of governance.

Diversity & inclusion

type: Leadership
date: 27/09/24

MEMBERS ABROAD

Debi Boffa: Diversity feeds innovation

Debi Boffa: Diversity feeds innovation

Being an outsider can be an asset – how US-based Kiwi Debi Boffa applies her unique lens at the board table.

Health and safety
Leadership
Productivity

type: Leadership
date: 15/08/24

Explainer: Understanding the role of lead director in US corporate governance

Explainer: Understanding the role of lead director in US corporate governance

What is the role of a ‘lead director’ in US corporate governance and why don’t we see it here?

Board composition
Chairing

type: Leadership
date: 15/08/24

Lessons from the Qantas governance review for New Zealand directors

Lessons from the Qantas governance review for New Zealand directors

A review has revealed problems with governance at Qantas and recommended changes.

Leadership
Stakeholders

type: Leadership
date: 14/06/24

Bridging the say-do gap

Bridging the say-do gap

Building resilient, responsible organisations starts with bridging the gap between what is said and what is done.

Leadership

type: Leadership
date: 13/06/24

Directors must be continuous learners. If you don’t do so, you’ll be out!

Directors must be continuous learners. If you don’t do so, you’ll be out!

Peter Gleason, US National Association of Corporate Directors CEO, urges continuous learning for boards through director certification.

type: Leadership
date: 13/06/24

Focus on the future

Focus on the future

This governance update, from our 2024 Leadership Conference, offers fresh perspective on our Top Five Issues for Directors in 2024.

Climate change and nature governance
Digital transformation
Innovation

type: Leadership
date: 13/06/24

Governance news bites – 14 June

Governance news bites – 14 June

Governance is always a busy space, and the past few weeks are no exception. Read new, relevant-to-governance items our curated update.

type: Leadership
date: 30/05/24

Director Insights: Enabling productivity

Director Insights: Enabling productivity

Directors share insights into enabling productivity, growing the “top line” and enhancing efficiency through board-led strategy.

Digital transformation
Productivity

type: Leadership
date: 15/05/24

Powering business productivity

Powering business productivity

We can improve business profitability if we try, says a trio of Kiwi experts from the banking, technology and governance sectors.

Digital transformation
Innovation
Productivity

type: Leadership
date: 15/05/24

Think, act, thrive – 2024 Leadership Conference

Think, act, thrive – 2024 Leadership Conference

Stop talking about the challenges of complexity and put your thinking caps on, attendees at the IoD Leadership Conference were told.

AI
Climate change and nature governance

type: Leadership
date: 02/05/24

Evolving letters with a “sting” in the tail

Evolving letters with a “sting” in the tail

BlackRock’s Chair and CEO Larry Fink’s letters to investors have evolved since 2012, resulting in challenges from activists and Texas.

Leadership
Shareholders
Stakeholders

type: Leadership
date: 09/04/24

Geneva-bound director sings CDC praises

Geneva-bound director sings CDC praises

Marc Rivers shares how he found the Institute of Directors Company Directors’ Course a valuable experience.

Leadership

type: Leadership
date: 03/04/24

ANZCO Foods CE finds real value in Company Directors’ Course

ANZCO Foods CE finds real value in Company Directors’ Course

ANZCO Foods CE finds real value in Institute of Director's Company Directors’ Course.

CEOs

type: Leadership
date: 07/03/24

Buffett’s annual letter should be required reading

Buffett’s annual letter should be required reading

Warren Buffett is full of lessons on how to run a company and manage your investors.

Shareholders
Succession Planning

type: Leadership
date: 05/03/24

"Ghost hearts" can save lives

"Ghost hearts" can save lives

Lab-grown “ghost hearts”, made from a pig heart and the patient’s own stem cells, can ease the transplant shortage.

Innovation
Wellbeing

type: Leadership
date: 08/02/24

When a director speaks publicly

When a director speaks publicly

Directors’ opinions carry weight publicly. Clarity is crucial when distinguishing personal views from board representation.

Leadership

type: Leadership
date: 25/01/24

Modern organisations need modern boards: Interview with Dan Teo

Modern organisations need modern boards: Interview with Dan Teo

Boards face the demanding task of keeping pace with organisational shifts. Radically CEO Dan Teo shares how boards can remain relevant.

Board-management relationship