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    Hi Andrew, re professional judgment guidance, in 2013 I developed integrated professional judgment standards for directors, executives, advisers, middle and front-line management based on: value - doing the right things quality - getting it right the first time, integrity - right values/evidence ...

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    Than you Christopher, I agree with your comments above, thank you for the clarification. ------------------------------ Dr Denis Mowbray Mgr Dir Gryphon Management Consultants Christchurch ------------------------------

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    Good morning Andrew, Thank you for your comments. First may I suggest that is as you say "at best boards and executives may possess generalist proficiency" I would recommend it is time for a 'behavioural governance' review of the 'third-team' to be undertaken alongside a skills matrix evaluation ...

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    Good morning Christopher, Thank you for your comments on board review processes. To your first point, my research and experiences have identified five factors influencing a board's decision to continue using current review methods, which everyone is comfortable with, rather than utilise a 'behavioural ...

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    Hi, Just to respond to Denis's comment regarding my final bullet point. I totally agree that " One-on-ones are exactly the right time to be talking about performance, behaviours, etc. These are tough discussions, but they are needed and must be had". The point I was making is that discussions concerning ...

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    Good morning Andy, Thank you for your reply, I am pleased the paper resonated with you and your experiences. If I may before answering your final query I would like to make some other comments. Your point regarding relationships within the 'third-team' is excellent. A point to remember is that the ...

  • Posted in: Open Forum

    Good morning Emily, Thank you for reposting the link, I am grateful. ------------------------------ Dr Denis Mowbray Mgr Dir Gryphon Management Consultants Christchurch ------------------------------

  • Posted in: Open Forum

    Thank you Troy, I am pleased you enjoyed teh article and it resonated with your experiences. Behavioural Governance is a term I coined in my thesis, because regardless of the compliance or regulatory restrictions in place, boards operate, make decisions based on the dominant culture within the 'third-team'. ...

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    Thanks @David White - I like the "fourth team" addition. Professional judgement governance sounds an interesting concept, especially in the multi-profession arena of the boardroom. From the individual appraisal perspective, how would you say the appraisal should tease out whether an individual ​​is, ...

  • Posted in: Open Forum

    Hi Andrew I believe there is a fourth 'team' -boards, executives and their governance advisers all coming together in an integrated way. At best boards and executives may possess generalist proficiency and may need to rely on specialist advisers for complex key result areas. Furthermore, board and ...

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    Earlier this year one of this eCommunity’s active contributors, Troy Williams, started a discussion with the tittle Proxy voting – Prioritizing ESG in ...

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    I have been involved in State-owned Enterprise (SOE) reform for thirty years. My first SOE reform role was as Chief Executive of a New Zealand SOE holding ...

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Announcements

  • Next episode available in Series 3 of The Governance Exchange!

    Episode 2, Series 3 of The Governance Exchange is now available to view.
    In the latest episode, we speak with @Lloyd Mander, another leading governance consultant, and get his perspective on behaviour in the boardroom. Lloyd also reflects on how you can prepare your board to solve complex problems, as outlined in his authored paper from December 2020.

    You can read the 'Diversity of Thought' here, and then catch the interview with Lloyd here.​
  • New episode for The Governance Exchange & an accompanying Thought Leadership Paper!

    Today we released the first episode in Series 3 of The Governance Exchange, this time featuring the topic of 'In the boardroom..' This series takes advantage of the unique perspective that governance professionals have in observing and participating in what happens in the boardroom.

    In the first episode, we speak with Dr Denis Mowbray, a leading governance, strategy and risk adviser about his new paper; 
    The Third Team: Linking boards and organisational performance.

    Read the paper, watch the interview, and don't forget to add your own thoughts and comments either underneath the Insights or in our discussion forum!

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    Set out below is my article published by The European Financial Review on How shareholders, corporations ...

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