Board operations

Australian boards are likely to look to AI and machine learning to improve the quality of their decision-making. Directors who wish to make use of AI should do so as an aide to their own…

Companies and boards that are not planning to assess and manage culture are, in the words of Commissioner Hayne, ‘foolish and ignorant’. Many companies think they are measuring culture, but are…

Poorly overseen and managed non-financial risks can result in systemic misconduct and hundreds of millions of dollars of consumer losses. A report from ASIC’s Corporate Governance Taskforce sets…

Alison Watkins reflects on common themes for well-functioning boards and management.

In the case of Re Overgold the Supreme Court of Victoria held that franchise fees were incurred when the franchise agreement was made, before the company became insolvent. This case offers valuable…

What is the influence of law on culture? Directors and senior executives must put in a serious effort to understand the culture of their organisation. Legislative change to the financial services…

The operating landscape for associations is rapidly changing. To survive, associations must fundamentally transform their business models, membership structures and component frameworks. Strategy…

What does culture really mean to the average director and board? When considering joining a new board, you should seek to test any disparity in the cultural lens offered up by the chair and…

Jane Halton, the former secretary of the departments of Finance and Health (and Ageing) often calls herself an accidental public servant. An accident that lasted three remarkable decades, during…

London City Grandee, Sir Winfried Bischoff, speaks to Anji Kurian about lessons learned and what he looks at when asked to join a board as chair or a director.

New whistleblowing laws will commence on 1 July 2019. Under the changes to the Corporations Act there will be a broader range of whistleblower conduct which can be reported and receive…

The review into the model WHS laws has found that they were largely operating as intended but made 34 recommendations for reform. The review recommended the creation of the new consequence-focused…

A Parliamentary inquiry has recommended numerous changes to the Franchising Code of Conduct. The recommendations are designed to lift standards of behaviour across the industry and to rebuild…

One of the banking royal commission’s recommendations was the creation of a body to oversee ASIC and APRA. This article suggests the new body could also have the authority to set future standards…

Over 87 per cent of company value today is now in intangible assets. Less than 0.5 per cent of data is actually ever analysed and used. In unlocking the value of big data there are some…

The final report calls for deep organisational cultural change which has implications for the board and governance. The final report has put corporate Australia on notice that it would be foolish…

The various royal commissions and inquiries clearly show that boards need to address the problem of culture and its primary and idiosyncratic effects on quality standards within organisations. The…

The central objective in the final report is to examine what can be done to avoid the misconduct in the financial sectors being repeated. The banking royal commission final report recommendations…

For most organisations, its workforce is its largest cost and arguably its biggest asset. Companies that do not plan for the right workforce are more vulnerable to obsolescence. Strategic…