Boards today face unprecedented complexity, from evolving stakeholder expectations to disruptive technologies like AI. Yet, many governance practices remain rooted in assumptions that may no longer serve their purpose. Are boards misinterpreting professional skills as board skills? Are you using AI for the right reasons?
Claire Fargeot, Head of Governance and Board Advisory spoke with Peter Tunjic, governance strategist and creator of models designed to help company directors govern for value. Peter shares why challenging assumptions is critical for boards that want to create, not just preserve, value.
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Boardroom dynamics: Beyond culture and competency
There are various approaches and views on what a strong boardroom looks like – what are the ‘right’ behaviours, is the culture approach effective, is collaboration happening consistently, are you being efficient in meetings? Peter explores the interplay between board collaboration, competency, and culture, and why these factors matter for effective governance.
Are people misinterpreting normal professional skills and ‘board skills’?
Peter challenges whether the role and skills of board stops at questioning, monitoring and policing, or whether it goes further to value creation and more complex set of skills.
Is there a right way to use AI?
AI is reshaping business models, but is it reshaping governance? Our Corporate Governance Review reveals:
Boards are adopting AI tools—but are they doing so for the right reasons? And is accountability holding back innovation? Peter shares his perspective on the concept of an “AI director” and how boards should approach AI responsibly.
If your boardroom has no problems, there’s a problem
Healthy tension is essential for effective decision-making. Peter explains why friction in the boardroom isn’t a sign of dysfunction—it’s a sign of governance working as intended. He introduces his DLMA model, designed to turn boardroom tensions into productive outcomes.
Governing for value
Peter argues that creating value is key for getting the most out of board initiatives, whether it’s in culture or it in leveraging skillsets, focusing on value he believes will generate the best outcomes. In fact, he challenges unless something socially productive is created – is any true value really created at all or is it just an exchange between two parties for the benefit of the economy? He discusses how to get the best value in governance practices.
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