The future of governance

KP, CEO of iod


KP, CEO of Institute of Directors, collected feedback from Hui attendees on their views on the future of governance. Here are the learnings:


Open source to meetings for their membership

Less than certain

Less about privilege, more diverse, more youthful surely

More future customer-centric surely

Exciting! Strategy is key role of board!

Ensuring sustainability [SDG’s, carbon emission reduction etc.] is central in strategy


Valuing the skills from the NGO sector more

More future-focused skills

Diversity, Inclusion, Capability

Always on

Shift in mindset from protection, fear based decision making to growth, open decision making

Acting as a “Third Team” i.e. Directors and management in active collaboration


Looking for and adapting to change


Adaptability – able to evolve

Innovation implementation

Robust discussion on future

Long term strategy

Integrated not curated


Needs to better leverage internal audit

Diversity and hastening change – what more do we do if quotas aren’t legislated

Less hierarchical

Tech enabled

More time for strategy and future looking

EQ competence. Aptitude for Governance

Growth oriented governance

Collaboration and learning

In good hands if more women can influence and change process

Curiosity. Transparency. Open and engaging. Conversations on issues that matter

Ethics and stewardship

Interpretations of need

Integration. Humanities and fiscal

Trusted mentorships. Future focused. Living relationships

After every board meeting ask ’what view have I altered/changed today’

Younger directors


Looking for performance not compliance

Integrated with the business

Diverse voices

Culture first

The model has to change – maybe the exec/board model is outdated and a totally new model for business is needed. Clean slate!

Human stuff the robots/AI can’t do

Being adaptable to what the organisation requires

Learning what accounts for quality decision making


Dependent on allowing diverse thinking and being empowered by it

Psychological safety within boards

Digitisation of risk and focus on culture

GW disrupting it to be more strategic, more efficient (through tech) and more exciting


People less likely to want to be directors

Collaboration. Integrated reporting

Needs improved risk practices

Frightening due to higher legal responsibilities

Collaboration or diversity – new models