Journals 2026

Journal 380

April 2026

AI & lasting value
The Chair as Chief Dissent Officer
Global corporate governance expectations

"By redefining leadership criteria to emphasise breadth, judgement, and integrative thinking, boards can ensure that leaders still lead with purpose as AI becomes a bigger part of daily operations."

Prof Keiichi Nakata

"In the domains that matter most, how capital is allocated, whether strategy bends, and whether the organisation can absorb technological strain or retain legitimacy, dissent is a strategic asset class. It is one of the few mechanisms a board has to discover what it does not know, or what it is quietly refusing to know. Where systems are tightly coupled and consequences are non-linear, a board that reaches consensus too easily may simply be under-challenged, or too respectful of the story it is being sold."

Roger Chao

Journal 379

March 2026

Board practices
The introverted NED
Board evaluations

"In one board review I was involved in, one of the non-execs said little in the boardroom but when I interviewed her as part of the process, she was one of the most insightful of all of the directors. She just contributed when she felt it was necessary. And of course her involvement as a non-exec wasn’t just limited to the boardroom but extended throughout the organisation."

Ian White

"The result is a growing recognition that traditional approaches to board and committee evaluation ‒ often qualitative and reliant on director interviews ‒ may no longer be sufficient. Boards are beginning to adopt more structured, evidence-led approaches that provide a clearer picture of performance and support more credible disclosures. This shift is not about bureaucracy; it is about strengthening governance, enhancing trust, and ensuring that the board’s assessment of its own effectiveness is grounded in reality."

Sean O'Hare

Journal 378

February 2026

Board practices
Board focus
Resilience and reinvention

"Interviews with board members consistently emphasised that governance improves incrementally rather than through dramatic shifts. Even as new challenges emerge, core responsibilities around strategic oversight, governance & compliance, and leadership effectiveness remain central. The question is whether the current pace of adaptation matches the rate of contextual change."

Frederik Otto and Dr Sabine Dembkowski

"We may live in a time of unprecedented danger and opportunity, but one thing is clear: in the months and years ahead, the organisations that thrive will be those whose boards act as amplifiers rather than inhibitors of potential."

Megan Pantelides

Journal 377

January 2026

Boards performance reporting
Compliance as competitive edge
2025 Corporate Governance Review

"Investors, regulators, employees, and wider stakeholders now expect more than a perfunctory statement that “the board considers itself effective”. They want insight. They want evidence. They want to understand how the board works, how it thinks, and how it is improving. In short, they want communication, not compliance."

Sean O'Hare

"Predictive resilience, or the ability to use real-time data and technology to identify risks and take timely preventative action, is about transforming how we think about risk. It’s also about transforming defensive box-checking into an offensive capability. This transition from traditional GRC to predictive resilience represents a fundamental shift in how organisations think about competitive advantage."

Girish Redekar