CORONAVIRUS UPDATE: We can offer all our board services digitally and support you in these ways.

Index

  • AI in Business: Accountability, responsibility, and informed decision-making in the boardroom

    AI is widely recognised as a game changer, offering opportunities and benefits for businesses of all sizes. But with this comes risk, and boards need to be aware of these in order to make informed decisions about where and how to use AI in their organisations.

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  • Webinar ‘Many boards fail to understand the role and value of boards’

    ‘Many boards fail to understand the role and value of boards’ Watch the replay of Alison Gill discussing Effective Boards: How to Build a Future-focused Strategic Team

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  • Integrity

    What value attaches to integrity when it comes to leadership and setting the tone at the top? There are two very diametrically opposed views on this currently.

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  • FREE Webinar Invitation: EFFECTIVE BOARDS

    FREE Webinar Invitation. EFFECTIVE BOARDS: How to build a Future-Focused Strategic team Our CEO, Alison Gill joins a panel of experts to explore the elements…

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  • Owning the problem

    There is a danger that a board and its constituent members, having engaged an external person to conduct an evaluation and shared with them in confidential sessions their concerns and issues, will feel that they have off-loaded the problems for another then to resolve.

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  • Difficult decisions – the need for information

    Information for the board needs to be well presented and clear as to what it covers and what is its purpose. If the executive is looking for a decision from the board, this needs to be clear from the face of the document. Too much control can stifle innovation and fetter the ability of the board to engage in high quality debate.

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  • Managing Succession

    Managing succession remains a challenging process, and it often takes the intervention of an independent third party with whom directors feel able to share their concerns for it to be raised and advanced.

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  • Harnessing the power and dedication of young minds.

    Reviewing the board of one charity I had the opportunity to observe the contributions of the two youngest members of that board. Each of them was in their twenties and their vision, their insight and their maturity were remarkable. They were a real asset.

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  • Independent investigation

    One of the questions which has arisen in the context of the UK’s current political machinations centres on how an investigation into alleged failings should…

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  • Trust in governance

    One of the consequences of the events in Downing Street has been a loss of trust between those who govern and those who are governed….

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  • The Role of the Board in Effective Succession Planning

    Interesting to note that with the departure of Jes Staley, Barclays had a successor at hand in C.S. Venkatakrishnan, who had been identified over a year before. In this article, Peter Snowden looks at the role of the board in effective succession planning.

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  • Navigating the challenge of greater regulation of the non-executive role.

    Peter Snowdon offers up some important guidance for NEDs navigating the increasingly difficult challenge of greater regulation of their non-executive role.

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  • Key Learnings on the Benefits & Pitfalls of a Non-Executive Career

    Maggie Carver CBE, Chair of the Racecourse Association and Deputy Chair of Ofcom, talked to Bvalco’s Peter Snowdon about the benefits and pitfalls of a…

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  • Charity Governance Summit

    I am speaking at the Forthcoming Charity Governance Summit 15-16th September (Day 2) on Wellbeing and employees’ mental health across sectors with co speakers Paul…

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  • The Role of the Board in scaling technology enabled businesses.

    Colin Tenwick, Senior Advisor, Investor, Chairman and NED joined Alison Gill to discuss his substantial experience helping organisations to grow and scale.  Colin discussed how…

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  • Power of emotion – Part 4: How good boards stay effective

    Corporate boards are by definition dealing with big issues and are responsible for taking important decisions. This is rarely achieved efficiently without a really sound…

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  • Do boards need people people?

    Boardroom agendas are increasingly concerned with people issues – a trend explored by Bvalco’s Ali Gill in HR Magazine.

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  • Restoring trust in audit and corporate governance. We consider the latest government white paper and raise some key questions.

    Peter Snowdon considers the Government proposal to require directors to attest to the effectiveness of their company’s internal controls.

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  • Board Effectiveness Guild paper

    We know that a review of a board’s effectiveness is important but the true value of that review is not always guaranteed. I recently chaired a discussion with NEDs on not only what makes a review good, but also bad and even ugly. Much like a board review itself, an open and honest analysis of what works and what doesn’t provided invaluable insights into how we can be better. Here are the key takeaways’.

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  • Power of emotion – Part 3: How will boards learn from the pandemic?

    The first action for boards as we begin to exit the pandemic is to effectively review how the board operated throughout, what are the learnings…

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  • The Role of the Board in Scaling Technology Enabled Businesses

    A Conversation with Colin Tenwick  Few executives would argue against the need for digital transformation to remain competitive.  The reality is many struggle to adopt the…

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  • ‘They think it’s all over – it is (for) now

    The spectacular own goal of the European Super League (ESL) may be a symptom of governance failures at the companies that control the clubs. Powerful owners were in the spotlight but where were the Directors and what governance considerations were undertaken before decisions were made? Peter Snowdon explores.

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  • What should a board consider when shopping for a new leader?

    What should a board consider when shopping for a new leader. Joy McKnight, Editor of The Banker talks to Alison Gill about the many questions around what boards should be thinking about when considering who should next take the helm.

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  • Board Effectiveness Guild paper

    Over the coming months Alison Gill will chair a series of webinars for the Board Effectiveness Guild in conjunction with Governance magazine. The webinars will discuss ‘The good, the bad and the ugly of board effectiveness reviews’ . In the second of a series of four webinars an article of the findings can be found here.

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  • Power of emotion – Part 2: The Chair’s role in managing unconscious bias

    Understanding the connection between emotion, feeling, thought and action is vital to an effective Board because it directly impacts how Board’s make decisions. In our blog series ‘the Power of Emotion’ we seek to explore the link to effective decision making. In this blog we look at how a Chair can manage bias and ensure the board remains both diverse in thinking and highly effective.

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  • Digital transformation – the challenges of Artificial Intelligence (AI) for boards

    Overseeing a company’s digital strategy is set to become increasingly challenging as artificial intelligence explodes on to the corporate scene. Ethical and moral issues, coupled with legal and regulatory complexity, mean boards will have their work cut out to navigate the AI minefield.

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  • Power of Emotion – Part 1: Harnessing anxiety to make better boardroom decisions

    Welcome to the first in a series of 4 blogs that seek to we seek to explore the link understanding the value of emotion and the link to effective decision making.

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  • Note on collective and individual accountability

    Peter Snowdon explores matters of individual and collective accountability in the boardroom, by way of a look at the PRA’s December 2020 Evaluation Report of the Senior Manager & Certification Regime (SM&CR).

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  • Key Study for PhD Research in Corporate Governance

    Jenny Simnett (non executive director and researcher at Henley Business School), is leading some important research on the effectiveness and role of Board Nomination Committees. Jenny is seeking Chairs and Non-Executive Directors willing to participate.

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  • Why more HR directors should be on boards

    Boards are having to consider people agendas as never before, from safeguarding the health of employees to transforming how people work, creating many reasons to allow HRDs to play a more active role on the board.

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  • The CEO and the board

    Find out what Bvalco had to say about how the pandemic is changing the relationship between the CEO and the board, in the latest Governance webcast.

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  • Why the cabinet isn’t practising good governance

    As we enter a second lockdown, the cabinet’s handling of the crisis wouldn’t be allowed in a boardroom. So we carried out a ‘cabinet evaluation’ to produce these recommendations.

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  • A better alternative to the strategy day this year

    With boards unable to meet in person, and strategy days often unable to stretch the thinking enough, try this zoom-friendly approach instead.

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  • Corporate governance

    Bvalo talks to theHRDirector about how to leverage the principles of good governance to build back better after the pandemic.

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  • Stakeholder engagement is key to business recovery

    Businesses that manage to strengthen their relationships with stakeholders during the crisis are poised for stronger recovery.

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  • How to conduct an effective pandemic review

    A pandemic review allows pause for thought, provides valuable learning and creates a good foundation for future decision-making.

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  • Directors Duties

    Date: 30th July 2020 Time: 14:00 – 15:15 BST In this conversational session our speakers will explore the dynamic between executive and NED roles on…

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  • Why boardroom thinking is vital to creating inclusive workplaces

    With society demanding action on unfair and inequitable working practices, the way the board thinks and acts is vital to making this happen.

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  • Exiting Lockdown with a stronger board

    Bvalco’s Alison Gill talks to The Chartered Governance Institute (ICSA) about strengthening decision-making to resolve ethical dilemmas and deliver business transformation.

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  • No one wants to return to the workplace they left

    As entire workforces prove homeworking can be just as, if not more, productive than office working, boards need to consider how they can ‘build back better’ to meet the increased desire for more flexible working.

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  • Sustaining board unity while exiting lockdown

    With important ethical dilemmas needing to be resolved, determining the best way to ease the lockdown will inevitably give rise to tensions on the board. Businesses that want to sustain board unity will need to focus on culture and values.

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  • Acknowledge anxiety to enhance board decision-making

    Bvalco’s Alison Gill talks to The Chartered Governance Institute (ICSA) about the importance of embracing feelings of anxiety to enhance decision-making.

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  • How boards are dealing with coronavirus

    Bvalo’s Alison Gill and Patrick Dunne, experienced chair and author of Boards, lift the lid on how boards are reacting to the coronavirus crisis.

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  • Sustaining board unity during coronavirus

    Bvalco’s Alison Gill talks to The Chartered Governance Institute (ICSA) about how to manage tensions arising at board level during the current crisis.

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  • ‘What does COVID-19 mean for boards?’

    In a recent interview on CNBC, Patrick Patrick Dunne, chair and author of ‘Boards’, stated that ‘There has never been a more testing time for…

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  • Enhance board decision-making during a crisis

    From being clear about the problems that need to be solved to leveraging emotional intelligence and testing assumptions, boards need a solid approach to decision-making right now.

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  • How to get the most out of a video board meeting

    Now you’ve mastered video meeting etiquette, how do you replicate reading body language and the human interactions that still matter in the boardroom?

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  • Are boards predicting risk effectively?

    With coronavirus demonstrating the potential impact of existential threats, is the introduction of an audited resilience statement enough to encourage boards to prepare for and stress-test worst case scenarios?

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  • The role of the company secretary in tackling the climate crisis

    So what role can (and should) the company secretary play in tackling the climate crisis?

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  • Invitation to “A conversation with Jennifer Duvalier”

    To discuss successfully managing the challenges associated with chairing a remuneration committee

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