When a new CEO has been appointed that is only the first part of the succession process complete. The second stage is the all-important transition – the transfer of roles…

Create an Alumni of Retired Board Members This article first appeared on European Business Review Nine years is usually the maximum amount of time a director can serve…

This article first appeared in the Institute of Directors Governance perspective series The appointment of the CEO is probably the most critical decision that a board makes. Given…

For true diversity boards need to look beyond demographics All boards strive to deliver effective decision making that adds value. To achieve this you need the right directors in place.

The evolution of the company secretary’s role This article first appeared in the European Business Review. The role of the company secretary in supporting board effectiveness can sometimes be…

The Risk of Risk blindness The pandemic has exposed the failure of many boards to effectively understand and predict risk. A large number have been blind to the impact of…

Panel discussion: Governance, Communication & Strategy For Family Firms John Harte, Integrity Governance’s managing partner was recently part of a fantastic panel discussion with UK based organisation…

The fallout from the COVID health and economic crisis demands high-performing boards. In these turbulent times boards are under pressure as never before, as they try to juggle future direction…

The pandemic has seen boards re-write business plans, challenge assumptions, change views on risk, rewards and opportunities. They have had to, as they arguably face the worst global economic…

The COVID-19 pandemic has fundamentally changed our understanding of the type of business risks faced by boards. The impact of a health crisis that could lead to a…