• Turn culture into a competitive advantage with artificial intelligence

    by Harry Toukalas, Co-founder, Blackhall & Pearl

    Corporate culture remains one of the most difficult issues for organisations to get right. Organisational balance sheets and reputations are being severely impacted while regulatory and community scrutiny is intensifying. It has become a topic of national conversation.

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  • March 8, 2018 International Women's Day — talking gender diversity

    by Katrina North, Asia Pacific Diversity and Inclusiveness Leader, EY

    Today, leading organisations are being overhauled to better suit the needs of more women in the workforce and greater diversity, however progress is slow. Organisations taking the lead are gaining a competitive advantage.

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  • Three signs of a well-governed sports club

    by John Buchanan, Director and owner, Buchanan Success Coaching

    For players and spectators alike the results on the sporting pitch are what get the most attention. We often credit (or blame) those results solely on the preparation of the athletes and the strategies of the coaches. Less visible — but just as important — is the work behind the scenes, of board members, lower-level employees (in professional sport) and volunteers.

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  • Is your risk management framework ready for 2018?

    by Meegan George, Chief Commercial Officer, Governance Institute of Australia

    Have you recently taken on risk management responsibilities? Or has the increasing focus on risk management — whether it be in regards to risk culture, risk appetite, cyber risk, or people risk — made you realise that you need to formalise your organisation’s risk management framework? If so, now’s the time to build your risk management toolkit.

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  • Three generations plus Governance Institute

    by Ben Collins, Business Advisor

    Being a third-generation accountant, I am constantly reminded what needs to be done in the governance space for small, fast-growing businesses. While accounting is a great head start, there is a broad range of other essential skills owners and operators need to deal with.

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  • How accidentally becoming company secretary paved the way for the future

    by Gareth Jones, Director of Finance & Contract Performance, St John of God Midland Public Hospital

    There’s no doubt that being chief financial officer for a junior listed company in Perth going through the commodity downturn had its challenges. And like many in Perth at the time, I not only had to find ways to cut costs, I was accidentally thrust into the role of company secretary. 

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