Culture and behaviour

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

Trust under pressure, but not beyond repair

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

IMHO: Demography and destiny – Five strategic imperatives for directors

Population trends are reshaping talent, markets and strategy – boards must act with foresight.

• Diversity

IMHO: When everything looks like a nail – AI and the art of strategic thinking

The real risk isn’t AI failure – it’s inaction. Culture, not code, drives adoption.

• AI

Closing the pay gap: From perception to action in boardrooms

Most organisations collect gender data – far fewer act on it.

• Public sector
• Remuneration

Too many hats, too few heads?

In the quest for specialists, don’t lose sight of your broader governance literacy and collective board responsibility.

• Board composition

Coldplay kiss cam: When private conduct becomes a governance risk

A viral scandal shows why boards must prepare for reputation-led crises – and ensure culture, conduct and CEO oversight are robust.

• Crisis management
• Privacy

A seat at the water table

Water is too important to leave to chance. It demands clarity, consistency and competence – and that starts at the governance table.

• Decision making
• Leadership
• Public sector