CEO Memo — International governance…Same same but different!

ICSA meeting group Taipei

Last week in Taipei I had my first real foray into the international world of governance through a range of meetings with the Institute of Chartered Secretaries and Administrators (ICSA).

As members will of course know, Australia is one of nine divisions which collectively make up ICSA. The various meetings between CEOs, Council, and the subsequent one-day conference jointly hosted between the Hong Kong division and the local Taiwanese group, were not only informative, but gave rise to a number of observations, which I thought I would share.

International collaboration for the benefit of members around the world is important. Despite increasing nationalism in some jurisdictions, organisations of all shapes and sizes are increasingly global in a hyperconnected world. Companies operating across multiple jurisdictions through technological and physical platforms are becoming more and more frequent. This brings a new dimension of complexity for those navigating the regulatory and business landscape (on top of the normal cultural nuances of different markets). The common language to make sense of this complexity is governance.

Staying modern and relevant for the long-term benefit of our members is a task which we are all focused on.

So many of the prevalent issues for Australian governance professionals are shared across the globe, although local legislative and regulatory systems mean that the ‘seamless global economy’ has more than a few loopholes and potholes to navigate. Topics such as related party transactions, governance and risk, stakeholder management and technology are impacting organisations all over the world, and Company Secretaries, C-suites and directors are more than ever having to navigate trends in these areas.

For this reason, training and information sharing is an instrumental part of developing the knowledge and networks to position individuals and organisations for success in an uncertain future.

This article is exclusive to Governance Institute members and subscribers.

To read the full article…

or Become a member