 I'm thrilled to announce that the Madinah Institute for Leadership and Entrepreneurship (MILE) has invited me to present a webinar entitled Influencing company performance, from the boardroom. The webinar will start at 3:00pm Saudi time on Sunday 2 October—to suit American, UK/European, Middle Eastern, African and Asian company directors and board members in particular. For more information, click here. You'll need to register (free). The following topics will be discussed during the 45-minute webinar (with an open Q&A session afterwards):
Reserve your place today!
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Recently, I had the privilege of addressing several groups of directors and executives in Brisbane, Australia on the topic of emerging governance trends. Over 200 directors of family and privately-held companies attended breakfast and dinner events hosted by TCB Solutions, Hanrick Curran and AMPLiFi Governance. The talks and the panel discussion that followed provided a candid summary of some of the challenges boards face and offered suggestions to guide boards intent on achieving high performance and good returns to shareholders. The dinner event was recorded. Clips of my talk (in two parts) and the panel discussion (in three parts) that followed are now available: If you have a question or a comment arising from these clips, or want to discuss the possibility of me speaking at an event or sharing ideas directly with your board, please get in touch. I'd be delighted to hear from you.
This is a brief note in two parts: to say 'thank you' and advise that I'll be in London and Paris again soon. First, thank you for your continued interest in effective corporate governance as a means of fuelling high business performance. That so many directors and business leaders have contacted me over the last few years, either to tell their story or to seek guidance has been truly gratifying—and even more so when the same people reach out again, many glowing at increased business performance achieved following the initial conversation. So, thank you for reaching out. Second, I will be in London again very soon (24–31 May), to continue the conversation with directors, boards and business leaders; ahead of a short visit to Paris (1–3 June), to present a paper at the EURAM conference. Currently, my diary has a few gaps, so if you would like to take advantage of my proximity to discuss an aspect of corporate governance, board practice, strategy or firm performance; learn about emerging trends; or, toss around a 'live' challenge you are grappling with, please get in touch to schedule a meeting. I'd be delighted to hear from you and to attend a meeting at a time and place that suits you. My availability in London is as follows:
My availability in Paris is more limited because of the conference. However, I am available for dinner meetings on Wed 1 June or Thu 2 June; or, an early morning meeting on Fri 3 June. I look forward to chatting with you soon.
This musing is a little more personal and introspective than most written here. It has been written in the spirit of one of my core values: openness. I hope you allow the indulgence. In recent days, three people have contacted me because they had noticed that Musings had 'gone quiet'—they had noticed that no new articles had been posted for three weeks. I was blown away, that people had even noticed, let alone reached out. They wanted to know whether everything was OK and if was I still writing. The short answer is 'yes, I'm fine'. The reason for the three weeks of 'blog silence' (is that what one calls the blog equivalent of 'radio silence'?) is that I've been very busy. Several demanding priorities saw me fully committed elsewhere (I won't bore you with the details, save to say that big task included making sense of some seemingly contradictory information related to a crucial aspect of my thesis). Then, an unexpected delay to one project resulted in me being overcommitted for a few days. As a consequence, something needed to give, so I temporarily stopped writing articles for Musings. That's all. The craziness of the past three weeks has passed, meaning normal transmission can resume. Top priorities in the short term are to tidy up the remaining loose ends before resubmitting my doctoral thesis; respond to several speaking and advisory enquiries; travel domestically and internationally to fulfil client and conference commitments; and, to write some new Musings articles (first up, a summary piece on the recent Institute of Directors Annual Conference). I'm looking forward to it.
Are you based in or near London or Paris? Do you want to learn more about board effectiveness, corporate governance and how boards can exert influence from and beyond the boardroom? If so, please read on. In a few weeks I will be visiting London (24–31 May) and Paris (1–4 June) to speak with directors and trust board members about board practices, board effectiveness and emerging trends in corporate governance; share the results of my latest research; attend meetings; and, to present a paper at the EURAM conference. If you have a question (perhaps along the lines of these ones below) or a request and would like to take advantage of my proximity, please get in touch. I'd be delighted to hear from you and to schedule a meeting.
If you've answered 'yes' to any of these questions...you know what to do. I am at your service.
What is it with the equinox? In the six days that have passed since the equinox announced the changing of the seasons, my phone and email box have been running hot. A stream of enquiries and requests from business leaders in Australasia, the UK, Western Europe, South-east Asia and the Middle East have arrived. I have been asked to speak at conferences and major events, provide guidance to boards and management groups, discuss the findings from latest research, facilitate strategy workshops, and to lead director development workshops. That some many people have decided to reach out is truly an honour. Thank you. Several visits to major cities around the world have now been scheduled to fulfil commitments, as follows:
If you have an interest in corporate governance, strategic management or a related topic and want to take advantage of my proximity(*), please contact me. I would be delighted to hear from you to understand your situation and to arrange to meet you in person or to schedule an event. (*) If you would like to schedule a meeting or an event but the venues and dates listed do not fit your timetable, please reach out anyway, so that we can discuss an alternate arrangement that does suit your requirements.
 Earlier this year, Lloyd Russell of TCB Solutions and Deb Coren of AMPLIFI Governance contacted me to discuss an event they were planning in their home town of Brisbane, Australia. They wanted me to deliver some talks and share some insights on the evolution of governance—with a specific focus on family-owned businesses. After learning more about their plans I was thrilled to accept the invitation. With that, planning got underway. Two events have now been scheduled on Thu 19 May, one in the morning and the other in the evening. If you are a family or private business owner; or an independent director, advisor or partner, then this event may be of interest. Click on the image for more information and to register (a new browser page will open).
Nearly fifty chairmen, directors and company secretaries from around South-east Asia, the Middle East and Northern Africa gathered at the Ritz–Carlton Millenia Hotel in Singapore this week for The Boardroom Agenda conference. Delegates received presentations, shared stories and debated issues over two days (23–24 November), under the Chatham House rule. I had the honour of contributing to the discussion on the second day. Here are some of the takeouts:
 I've come away from the conference with the impression that the quality of corporate governance and board practice in Asian and Middle Eastern economies is rapidly improving. Overall, the hunger to improve board effectiveness was plain to see, as was the desire to learn from those with experience gained elsewhere (if the many conversations, requests to return and business cards in my satchel are any indication). However, care must be taken to ensure that models and frameworks in use in the Anglosphere are not blindly implemented in this region. Such colonialism is unwarranted and patronising, and it may be culturally demeaning as well.
When travelling, what's your favourite destination? Mine—from a work perspective anyway—is anywhere where board directors and executives who are eager to debate issues of boardroom practice and business performance. Since Tuesday evening, I have been in Dublin, Belfast and Dublin (again) doing exactly that—addressing groups of directors and answering questions. Matters of strategy in the boardroom; diversity; board structure; accountability; and, culture, amongst other topics, were discussed with vigour. To work with well over 70 directors and executives, all of whom were motivated by the discovery of board practices that might lead to improved business performance outcomes, has been wonderful. Thank you to the Ulster University Business School and the Irish Times Training for inviting me to visit the Emerald Isle to work with such influential people. That these busy directors and executives gave their time to debate important issues bodes well for the future performance of Irish businesses and social enterprises. I look forward to hearing great stories of success in the months to come!
Fifty leading board researchers, directors and company secretaries assembled in London this week to consider the topic Corporate governance for a changing world: capturing long-term value. The event was hosted by Tomorrow's Company and Frank Bold, at Cass Business School. I had the privilege of joining the discussion. Dr Roger Barker, Deputy-Director at the Institute of Directors, provided the catalyst for a lively discussion amongst the attendees. He offered some rather provocative comments about boards, short-termism and business performance in the longer-term, as follows:
Several interesting thoughts emerged from the group and plenary discussions that ensued:
I came away from the meeting in good spirits. That a group of influential academics, researchers, directors and company secretaries are both in agreement that the current model of corporate governance is problematic (flawed, even?) and that a new model perhaps via purpose and strategy might offer hope if boards are to make meaningful contributions in pursuit of longer-term value creation and a sustainable future. The informal discussion and private comments over drinks after the roundtable session served to reinforce these points; especially that well-intentioned leaders are committed to realising the potential of the businesses they lead or govern and that there is a hunger for 'answers'. My hope is that these messages are both transmitted and heard amongst a wide constituency, and that people get on board. I am committed to playing my part. If you have questions or would like to know more, please get in touch.
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SearchMusingsThoughts on corporate governance, strategy and boardcraft; our place in the world; and other topics that catch my attention. 
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Dr. Peter Crow, CMInstD
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