Senior executives below the C-suite can provide critical board insight—if access is built on trust, culture and disciplined interaction.

When organisations choose to silence those who question corporate actions, it is bad for society—and bad for business.

It’s not merely financial support: venture capital expertise can put an early-stage business in the best place to grow at pace.

The alternative investment market is not keeping pace on gender diversity, to the detriment of board decision-making.

In an unpredictable world, the best boards fund multiple pathways and move as fast as their understanding will allow.

When internal controls fail, the results are felt not only in heavy fines, but in the real economy and in people’s everyday lives.

How much sway does the chair of a board really have? Much depends on their institutional and geographical context.

Even if no one in the organisation planned their arrival, AI agents are already present and working in the systems you trust.

ESG disclosures, until recently focused on reputational risk and stakeholder expectations, are now becoming legal evidence.

Government's failure to push ahead with audit reform is a risk to UK investments, the Governance Watch podcast heard.

A global research study shows that effective use of gender quotas on boards will tangibly improve diversity on key board committees.

Boardroom requirements may be changing, but one thing has not—the need for a succession pipeline in place well before it’s needed.

Black swan events—unforeseen but monumentally impactful incidents—demand from boards actionable strategies and organisational resilience.

Boards cannot lead meaningful change without being prepared to examine and adjust how they think, according to new research.

A survey of the C-suite in Europe reveals the practical and pragmatic approaches being taken in response to geopolitical turmoil.

High-quality audit, accurate corporate reporting and strong governance give investors confidence and help companies operate effectively.

In an age of flattering machines that encourage complacency, we need ‘collisions with error’ for us to make resilient governance calls.

In an era of ‘over-sustainability’, boards could benefit from applying core principles more ruthlessly, while remaining compliant.

Buckle up: it looks like boards are in for a turbulent time. We interviewed key figures about what this new year might bring for business.

To strengthen succession, culture and strategic resilience in 2026, boards must turn their focus towards connected leadership data.