Company Secretaries - Put good governance into practice

Risk Blindness: why it matters and how to avoid it

There has been a step change in the focus on risk by boards in the last few years but, with an ever more complex business environment coupled with increasing expectations of corporate behaviour, we believe the boards risk agenda still needs to evolve.

Whilst risk management is high on the agenda of boards, research into 18 major corporate catastrophes illuminated a new, and to date unidentified and unmanaged, set of risks that were the root causes of these crises. Boards may be blind to some of these key risks or may not understand them as deeply as perhaps they should and there is powerful evidence to suggest that there is a serious gap in the way that many boards identify and address significant risk issues.

This report and tool-kit, the third in a series of outputs from Tomorrow's Company's Good Governance Forum, describes this new group of potentially catastrophic risks, what the roads to ruin and roads to resilience look like and what boards can do to evolve their risk management agenda and more effectively govern risk ... READ MORE

Released by Tomorrows Company - 4 June 2013

Tomorrows innovation governance and risk

Tomorrow's Company has long argued that good governance is inseparably linked to and is primarily concerned with being clear about the purpose, values and key relationships in business.

It would appear that never has so much been decided on by so few who understood so little (and who took such little responsibility for the consequences). Tomorrow's Company introduction ... READ MORE

Improving the quality of boardroom conversations

The guide focuses on the importance of conversation in the boardroom as the magic dust that underpins board effectiveness and considers ways in which boards strive to get the very best from the skills and abilities around the board table.

It points out that poor boardroom conversations can be a symptom of more fundamental issues that may be impacting the effectiveness of the board and shows that the most effective boards take the time to reflect on, learn from and continually improve the quality of their conversations ... READ MORE