Losing credibility and integrity matters more than levels of competence in the event of a corporate failure.

The warning signs are rarely dramatic. More often, they are familiar, human and can be found hiding in plain sight.

What are the priorities and skills non-execs will need for the next era of governance and effective board leadership?

More than 70% of boards fail to give enough attention to artificial intelligence oversight, survey reveals.

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.

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

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

Courage in leaders is rarely heroic. More often it shows up in mundane but pivotal moments of choosing the difficult truth over an easy path.

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

It’s time for businesses to weigh up the content of the autumn budget delivered this week by the chancellor of the Exchequer.

The chief financial officer’s relationship with the board is critical and requires work on both sides for mutual and corporate success.

In an era of constant disruption, leaders must rethink culture and embrace empathy, purpose and learning to not just survive but thrive.

Women consistently outperform men across key leadership measures, making female leadership a smart business move.

Gender affects style of leadership and, to reap the benefits, the chair must not be a referee, but an orchestrator of difference.

When directors challenge proposals, question strategies or raise uncomfortable truths, they’re strengthening the board’s effectiveness.

Boards with members who can master active listening skills will be well placed to gain the data they need for success.

Still too few directors recognise AI’s potential to improve preparation, discussion and decision-making in the boardroom. But this may soon change.

In association with Ashurst, the Summer 2025 briefing on legal and regulatory changes shaping board responsibilities.

There is a crisis of leadership, thanks to a mismatch between the reality of leadership today and a stubborn reliance on former practices.