Boards as agents of cultural change
Canterbury director Tony Fallon MInstD says board culture can either create belonging or reinforce the need for people to hide who they are.
Pathways to Governance
Exploring governance capability, director development and pathways into board roles.
Prepared by Judene Edgar MNZM, CMInstD, this report draws on research, practitioner insights and international approaches to explore how education and training can strengthen board practice, enhance director capability and broaden access to governance roles.
The report identifies six key findings, including the distinction between governance capability and professional expertise, the importance of experience, learning and practice, the continuing influence of informal pathways, and the barriers that affect who enters, progresses and is heard in governance.
It also considers approaches from New Zealand and selected international jurisdictions, highlighting examples of director induction, ongoing development, board evaluation, transparent appointment processes and more structured approaches to governance capability.
The report sets out practical actions for boards, directors, recruiters, governance organisations and policymakers to strengthen capability, improve appointment processes and support more inclusive governance pathways.
Related content
