 Regular readers know I am “all in” when it comes to corporate governance and strategic leadership, to help boards of directors realise the full potential of the organisations they govern. The calling has seen me travel extensively for many years now, in response to requests to deliver keynote talks and guest lectures, assess board effectiveness, undertake confidential advisories, and more besides, in places as varied as Vienna and Vilnius, Brisbane and Barcelona, Singapore and San Francisco, Coventry and Cape Town, New York and Nairobi, and, of course, at home in New Zealand. Over the past few years, I have fielded an increasing number of requests, from both aspiring and established directors frustrated by cookie-cutter approaches and ‘best practice’ recommendations, to package my accumulated expertise into a workshop format, to enable groups of directors to invest a day or two to explore modern approaches to board governance, and increase the likelihood of achieving and sustaining high organisational performance—all in a Chatham House Rule environment. I’ve heard these calls, and am thrilled to announce “Boardcraft: The essence of high-performing boards”, a learning programme curated specifically to supercharge ambitious boards, to get to the next level and beyond. Yes, you read that correctly. During 2026, Boardcraft will be on the road, travelling to you! Available in one- and two-day formats, for intimate groups of up to 30 directors, this practical programme is underpinned by world-class insights from global research, and taking into account emerging themes and practical experiences garnered over several decades. Boards are welcome to request an exclusive programme too. Every programme will be delivered by me, in person. Every participant will receive a detailed reference booklet and a certificate of participation that can be used for professional development purposes. Expect to explore the following themes and more, in a highly-interactive format, with real-world case studies to lock in newfound insights. Expect to be challenged too!
Want to know more? Get in touch today. Enquiries from individuals wanting to register for a programme, and from boards wanting to schedule a dedicated session, are most welcome. And, if you are interested in hosting a programme, I would be delighted to hear from you too.
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 The ways board directors prepare for board meetings is changing. Gone are the days when most directors simply turn up for the meeting, open the supplied packs and rely on their instinct as they sit through presentations by management (read: work it out on the fly). Most directors these days are well-intentioned, having diligently read papers before the meeting (having received them via a portal tool, PDF stack or thick package of printed materials). Some of these directors augment their reading with additional enquiries, in an effort to fill in blanks or formulate suitable questions to ask during the meeting. Though a small coterie still rely on their instinct to listen carefully and discern in real-time (read: work it out on the fly, during the board meeting), the world is moving on, and rapidly so. The emergence of AI assistants is proving a boon for smart directors: they are embracing a new generation of tools to enhance their preparation—on the basis that better preparation is an antecedent of better decisions. Preparation takes time, of course, and many directors say, "It'd be fine if I had the time." My response is curt: "Given the duties you owe, and the importance of governing with impact, what else might be more important than preparing well?" In the spirit of collegial learning, how useful are Shekshnia and Yakubovich's insights, and how are you using AI to augment your board meeting preparations (if at all)? Please comment below.
 Guest blog: Dr. Cletus Kadzirange (GBS Oxford University, United Kingdom) By now, almost everyone has heard that artificial intelligence is revolutionising the commercial world. In addition to creating customer insights and automating procedures, it offers advice on hiring, pricing, and medical diagnosis. Around board tables, the atmosphere is frequently positive—AI is quick, intelligent, and full of potential. While boards are positive about possibilities, are they prepared to govern AI? This is a governance question, not a technological one. The most progressive boards are starting to realise that monitoring AI requires far more than a digital strategy, because AI has the potential to affect reputation, social license, compliance, ethics, brand, and more besides. Questions boards should consider centre on accountability, transparency and long-term risk management:
AI is no longer a back-office technology. Already, it has emerged as an important enabler, influencing operational, strategic and reputational performance. Consequently, boards that ignore AI as someone else's problem may be blindsided. Boards need to ask questions to ensure AI literacy is adequate, risks have been well-assessed and that governance practices are fit-for-purpose. This is not a matter of dreading the unknown: it is about providing effective steerage and guidance. Has your board discussed AI governance in a genuine, systematic way yet? It not, it might be time to get started. About Dr. Cletus Kadzirange:
Cletus is a pracademic in corporate governance and company law who consults, trains and writes on various aspects of corporate law, directors' duties and governance. His specific expertise lies in implementing forward-thinking governance frameworks and sustainable practices that foster long-term value and ethical stewardship. |
SearchMusingsThoughts on corporate governance, strategy and boardcraft; our place in the world; and other topics that catch my attention. 
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