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When pressure mounts, boards often default to easy narratives. But Professor Alex Edmonds, finance professor at London Business School, argues that now is the time to double down on dissent and critical thinking.

In this timely episode, Alex challenges common assumptions around ESG and DEI. Drawing on academic research and real boardroom experience, he urges directors to look beyond the surface—and beyond what they want to be true.

“Rather than making broad claims as to whether sustainability works or doesn't, what I try to do is be more granular and look at the specific sustainability dimensions that pay off.”

The episode explores confirmation bias, the misuse of data, and how well-intentioned directors can still fall into intellectual traps. Alex shares practical tactics for chairs to foster dissent, such as holding back opinions to let others speak freely.

“If you see a study that you really want to be true… ask yourself what if the study found the opposite? How would I take it apart?”

The message is clear: dissent isn’t dysfunction—it’s discipline. And in today’s complex world, boards need more of it.

“It’s simple but not easy. We know where we want to get to—but putting it into practice is challenging.”

Three Takeaways:

1. Academic research is a critical resource.
2. Challenge what you want to believe.
3. Reward dissent.

Boards that confront complexity won’t just survive—they’ll lead.

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How the Smartest Directors Are Using AI 

In this episode, we speak with Jamie Green, Co-Founder and CEO of Tutaki, the Director Workbench designed to make board directors radically more effective. Drawing on his experience at McKinsey and extensive conversations with Chairs, directors, and governance leaders, Jamie built Tutaki to help transform how board members prepare, engage, and act. With a strong foundation in strategy, governance, and AI product design, Jamie is at the forefront of a new era of “augmented directorship.” As complexity grows and time shrinks, AI is proving to be a performance accelerator, not just a support tool.

In this episode of the Better Boards podcast, we speak with Jamie Green, Co-Founder and CEO of Tutaki, the Director Workbench designed to make board directors radically more effective. Drawing on his experience at McKinsey and hundreds of conversations with Chairs, directors, and governance leaders, Jamie built Tutaki to transform how board members prepare, engage, and act. With a background in strategy, governance, and AI product design, he’s leading a new era of “augmented directorship.” In this conversation, Jamie outlines how the best boards are using AI not just to cope—but to lead. 

Why effectiveness matters 
The most valuable strategic decisions happen in the boardroom. AI can dramatically enhance this by helping directors focus on what matters, enabling more trust and transparency with management. 

“Directors are the amplifiers, and it’s really key that their whole process works effectively to actually get the best out of it.” 

What’s holding boards back 
The main blockers? Lack of clarity on use, data privacy fears, and over-reliance. Jamie argues that these risks can be mitigated—and that the real risk is not using AI at all. 

“If you blanket rule, ‘you can’t use AI,’ and your competitors do, they’ll make faster, more accurate decisions—and leave you behind.” 

Where AI is heading 
Jamie outlines four phases of AI maturity in the boardroom: analysis, automation, AI-assisted directors, and eventually AI boards. While AI boards are still a few years off, the steps to get there are already unfolding. 

“Imagine if you had Warren Buffett sitting there analysing the financials. That’s the power of AI.” 

Start today 
Directors are already using AI to synthesise documents, explore competitor strategy, and broaden their thinking. The key is starting with clarity—ask AI to help you ask better questions. 

Three takeaways: 

“Not using AI is the riskiest option… The best directors are going to be AI-literate.” 

1. Not using AI is the greatest risk. 
2. The best boards are already using it. 
3. Seek out vertical tools that solve real problems. 

Discover how you can take the first confident steps toward AI-powered boardroom effectiveness—starting today.

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Beyond Minutes: Reimagining the Board Secretary in the Age of AI

Is today’s board secretary ready for tomorrow’s boardroom?

In this episode, Moya Heyhurst returns to the Better Boards Podcast to explore how AI is reshaping not just how company secretaries work—but what their role means. A fellow of the Chartered Governance Institute with 25+ years’ experience, Moya shares insights from her work across industries and with the Centre for AI in Board Effectiveness.

Board secretaries sit at the intersection of governance and transformation. This episode explores how they can lead—not lag—as expectations rise.

The Role Is Changing—The Only Question Is How

“If you define yourself as just arranging meetings and writing minutes, then this is a call to arms.”

Secretaries must move beyond logistics to remain relevant in an AI-enabled boardroom.

Not Just Automation—A Shift in Purpose

“AI can either destroy your world or make it better. It’s how you decide to use it.”

AI isn’t just a tool—it’s a turning point. It can elevate how governance professionals deliver insight and value.

The Strategic Partner Boards Didn’t Know They Had

“Company secretaries know where everything is—and they know the risks of what’s at their fingertips.”

Great secretaries already drive board effectiveness. It’s time the role reflects that.

From Admin to Governance Intelligence

“If board secretaries don’t step forward, someone else will.”

The board’s demand for strategic input is rising. If secretaries don’t fill the gap, others will.

From Shadow Influence to Vocal Leadership

“We need to surface the role of the board secretary to unlock the value already inside organisations.”

Speaking up isn’t about ego—it’s about relevance.

How to Get Started

“Secretaries don’t have to know how to do it all. They need to know where the answers are—and how to connect them.”

Three Key Takeaways

• This is not a task shift—it’s a role shift.
• Step forward—or others will.
• The profession is ready—if it’s intentional.

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In this episode of the Better Boards Podcast, Professor Katja Langenbucher explores how boards can embrace AI to future-proof their decision-making.

Dr. Sabine Dembkowski speaks with Katja, a law professor at Goethe-University in Frankfurt and affiliated with SciencesPo, Paris. She serves on the supervisory boards of BaFin and IEP and brings extensive boardroom and academic experience.

Making Better Judgements: Why Boards Must Embrace AI

AI is rapidly reshaping industries—from pharmaceuticals to finance—and boards can no longer afford to stand still. Katja outlines why boards must move past hesitation and actively integrate AI into their processes.

She explains how leading organisations embed AI into strategy, what this means under the business judgment rule, and why AI should challenge—not replace—human insight.

AI Isn’t a Trend—It’s Becoming a Legal Expectation

AI may still seem opaque to some directors—but that view is increasingly out of step with governance expectations. In jurisdictions applying the business judgment rule, directors must demonstrate informed, reasonable decision-making. AI is becoming part of that expectation.

“Very soon, you cannot claim to be well-informed without consulting an AI.”

Boards have long leaned on expert input for board evaluations and strategic oversight. Going forward, AI must be part of that toolkit—or boards risk falling short of legal standards.

From Coffee Chains to Capital Markets: The Real-World Power of AI

Katja cites practical use cases—like how Starbucks applies AI to optimise store locations using behavioural, geographic, and competitor data.

“You can use AI to identify an M&A target, spot a hostile takeover risk, or even test how markets might respond to your messaging.”

Yet, she observes that AI is still rarely referenced in board evaluations or agendas, despite its ability to surface risks, run scenario models, and sharpen decision-making.

The New Role of Company Secretaries

Company secretaries are ideally placed to help boards adopt AI meaningfully. Katja is clear: directors don’t need to code—they need to ask better questions.

“Nobody is asking directors to code—but boards must ask the right questions.”

Understanding a company’s proprietary data and strategic priorities is a governance task. AI experts deliver the tools, but boards must frame the questions.

Challenging Groupthink and Elevating Debate

Groupthink continues to undermine board effectiveness. Katja shares a compelling example of using AI to simulate press responses—ranging from neutral to harsh—on a sensitive issue.

“Seeing a mock ‘nasty article’ on the big screen challenged the entire board’s thinking.”

Used this way, AI becomes a catalyst for challenge and debate, broadening the board’s perspective.

AI as Induction, Humans as Interpretation

AI and human judgment are not competing forces—they are complementary. AI finds patterns. Humans interpret them.

“A good strategic decision is always a combination of AI and human thinking.”

Board evaluation frameworks must reflect this dual approach. AI accelerates insight; humans weigh impact.

Three Key Take

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In an era marked by rapid change, technological disruption, geopolitical uncertainty, and economic volatility, understanding how analysts perceive boards is more important than ever. We turned to an analyst who operates independently of major financial institutions for a truly candid perspective.

In this episode of the Better Boards Podcast Series, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, speaks with Anke Richter, a seasoned credit analyst and strategist with nearly 30 years of experience in the bond markets. Based in London, Anke has held positions at JP Morgan, Deutsche Bank, and Moody’s, and brings a unique vantage point shaped by her work on both the buy-side and sell-side, as well as in a rating agency. She holds both the CFA Charter and CIMA accountancy qualification.

A Two-Step Approach to Company Analysis

According to Anke, the fundamentals of analysing a company haven’t changed:
 “What you do when analysing a company is always the same.”

Step one involves scrutinising the company’s fundamentals—numbers, valuations, and performance indicators. Step two involves examining red flags in leadership or governance. Common issues include overly dominant founders in small firms or boards where everyone shares the same surname, particularly in family-run conglomerates in emerging markets.

Anke notes that although she doesn’t always request formal board evaluations, she views them as a missed opportunity for many firms. Proper board assessments and clear investor communication allow companies to spotlight their governance strengths and strategic priorities.

Bridging the Knowledge Gap Between Boards and Investors

Anke frequently observes significant knowledge gaps in how boards interact with capital markets. “We always find that people are sometimes not aware of how certain things are done or how things are perceived.”

Lack of familiarity with investor expectations can seriously handicap a company’s position. To mitigate this, Anke advocates for including individuals with capital markets expertise on the board. This experience ensures the board understands key market dynamics and investor sentiment.

Fixing Investor Relations: Easier Than You Think

Investor relations, Anke believes, is an area where companies can quickly improve.
 “This is something you can, as a company, very easily fix.”

Improvements don’t require massive budgets. What’s often lacking is not money but human resources and awareness. Clear communication, a well-maintained website, an accessible IR team, and informative roadshows are foundational but frequently overlooked.

Anke also points out two critical missteps:

1. Inconsistent messaging between equity and debt stakeholders—this discrepancy doesn’t go unnoticed.

2. Combative attitudes from executives during investor meetings can irreparably harm trust.

Beyond the Numbers: The Human Element

Anke acknowledges that while financial metrics are clear-cut, evaluating leadership is far more nuanced. “If I have an opportunity, I always want to meet management, but one also has to be realistic about whether you can assess whether they are good at running the company.”

Good marketing c

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In recent years, transformation skills have become increasingly important at the board level, with culture and talent rising high on the agenda. Yet, there’s still a noticeable absence of HR professionals in the boardroom. Why?

In this episode of the Better Boards Podcast Series, Dr. Sabine Dembkowski speaks with Devyani P. Vaishampayan, Remco Chair and NED at Norman Broadbent Plc and Supply Chain Coordination Limited, and Independent NED on the Audit Board of ForvisMazars. Devyani is a Fellow at Chapter Zero and a Board Mentor with Critical Eye. She recently exited her AI Innovation Hub, having spent seven years advising corporates on AI, leadership, and the future of work. Before that, she was a global FTSE 30 CHRO with a 30-year career leading complex, multi-billion-dollar organisations.

“It’s still quite rare to find HR professionals on the board… There’s a perception that HR lacks commercial acumen.”

Devyani argues that HR leaders can earn their place at the board table by showing strong business insight—understanding financials, customer impact, and strategic goals. This may involve gaining broader experience outside HR or pursuing entrepreneurial ventures to deepen their perspective.

“Everyone’s talking about AI, but very few realise how fast the change is happening.”

Boards have always dealt with change, but today’s pace, especially with AI and geopolitical shifts, is unprecedented. AI adds speed to transformation and presents both opportunity and risk. Boards must understand their potential while managing risks like bias, data privacy, and employee trust. Devyani warns against overregulation and urges boards to take a more informed, proactive approach.

“Boards need to lead more in culture and talent—and be hands-on.”

According to Devyani, high-performing boards do three things well:

1. Engage specialists in culture and transformation to support the executive team.
2. Stay connected by engaging directly with employees—some boards spend two days in open forums to better understand workforce sentiment.
3. Lead by example, especially board chairs, who should champion values and culture, not just delegate to the executive team.

“Boards need to act as mentors to the executive team.”

While some executives prefer boards to be hands-off, Devyani believes informed boards should act as sounding boards. Chairs can match board members with executives for mentoring, creating deeper support systems without overwhelming either side. Cross-committee conversations and subcommittees can also foster this dynamic.

Top 3 Takeaways for effective boards:

1. HR leaders—like CFOs—interact closely with boards and should use that access to build trust and position themselves for future board roles.
2. Broaden your skill set. Go beyond your core function to become more valuable and board-ready.
3. Get hands-on with AI. Understand its real-world implications for making informed decisions as a board member.

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Artificial intelligence (AI) can revolutionise boardrooms in today's rapidly evolving business landscape. Still, this rapid change threatens to distance boards from the companies they serve if proper care is not taken in implementing both the technology and the governance around it.

In this podcast, Dr. Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses how AI can revolutionise boardrooms with Moya Hayhurst, a Fellow of the Chartered Governance Institute with over 25 years of experience in corporate governance across multiple industries, including mining, financial services, and insurance. 

“If we go back to the beginning as to why boards were created, they're there to protect and drive the value of companies”

Boards have a significant role to play in that discussion, but to lead the debate about future-proofing effectively, boards need to absorb and process a vast amount of information. 

 “The real value from AI and similar is about integrating into the ethos of the company and the core infrastructure, and whether we like it or not, whether executive boards, executive committees and such acknowledge it, the board is a key component of that”

Moya is currently involved in a voluntary project with the Centre for AI in Board Effectiveness (CAIBE), which aims to get boards excited and engaged with AI as a tool for improving their effectiveness and the quality of their conversations. To Moya, in an ideal future state, board members and directors will be able to be more effective by having AI bring forward the data and information they need, when they need it, in easily digestible formats. 

“Some boards are further along than others"

Moya realises this is a leap forward. It wasn't that long ago that boards were reticent to use board pack technology. They wanted their hard copies printed and couriered to wherever they were in the world, whereas now 90% of boards walk into a boardroom with an iPad. It’s an evolution in progress. 

“Through an interface like AI, you can bring the board back in alignment with the company”

To Moya, what AI is surfacing is not that different skills are needed in the boardroom. The boardroom is already full of incredibly skilled people, but those people are struggling with the data coming at them, and thanks to the time it takes to prepare board papers, not all of that data is up to date. Backward-looking reporting is leading to missed opportunities.

“AI is a toddler. They are excited, energetic, and bring such amazing potential, but they've got to have guardrails so that they grow up in the right way”

Moya understands that boards have concerns about new technology tools and their security, as well as the protection of sensitive information. Fortunately, most organisations have a governance framework in place to strike a balance between responsibility and innovation. She thinks of AI as a toddler loaded with energy and potential but in desperate need of guidance and thoughtful training. 

The three top takeaways for effective boards from our conversation are:

1.      Lean on governance professionals and IT professionals to hel

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Over the last decade, climate and sustainability have become more of a focus for boards and sub-committees. However, there is currently a lot of conflicting noise around this agenda. So, there is a lot for boards to digest around this topic, making it an opportune time to take stock of where we are and what boards should consider.

In this podcast, Dr. Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses climate/energy transition with David Harris, who has worked on these topics for over 20 years. He leads sustainable finance strategic initiatives at LSEG (London Stock Exchange Group), having previously led sustainable finance for two of its divisions:  FTSE Russell in its index business, and its Data and Analytics division.

“20 years ago, this was regarded as quite a niche area. Today, that picture is completely different. It's one of the top issues for institutional investors.”

The data backs him up. In FTSE Russell’s annual survey of global pension funds, they ask if the funds are integrating sustainability issues into their investment strategies. Among the largest and most sophisticated funds, those with over 10 billion dollars in assets under management, 86 per cent do. 

“Of the different sustainability themes, climate change and energy transition rank in our asset owner survey as being the very top priority.”

Data from the International Energy Agency shows in 2024, annual investment into the energy sector was $3 trillion,  $2 that in 2024, annual investment in the energy sector was $3 trillion,  $2 trillion in clean energy, and $1 trillion in fossil fuels. In contrast, around five years ago, they were roughly on par at $1 trillion each. So, David says we are well into a substantial shift in the global economy, and boards and investors need to understand that.

“I think there has been some surprise.. from boards at the level of reporting requirements coming at them.”

Shifts of this magnitude come with many reporting requirements – requirements that have many boards less than thrilled. Some of the exasperation is at the newness of the requirements, and some is frustration with the scope. David feels this is a legitimate concern, as many boards find that keeping up with reporting can detract from focusing on the most material and relevant issues of running the business. 

“What's really important here is… sustainability standards are increasingly being set in a way which aligns them with the way companies are used to reporting on financial information.”

The International Financial Reporting Standards (IFRS) Foundation has set up the International Sustainability Standards Board, which may be familiar to many listeners. It aims to get global sustainability standards set up in a way that aligns with how companies are used to reporting on financial information and in a format that’s easier for the investor community to use. 

The three top takeaways for effective boards from our conversation are:

1.      Don't get lost in all of the reporting regulations. Cut through that and focus on the material issues and what’s right for the business. 

2.   

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Employee representation is a specific requirement for German boards, but global boards can learn from Germany. More and more boards have an employee representative, mostly a director, who brings employees’ perspectives back to the board. 

In this podcast, Dr Sabine Dembkowski, founder and managing partner of Better Boards, discusses employee representation on the board with Gabriele Bornemann, who wants to set new standards for qualification supervisory boards with her company Management Alliance. Before that, Gabriele worked in industry and finance for over 25 years. She was responsible for investor relations, M&A, risk management, and strategy.

“We do not ALL like this option to have equal representation”

Gabriele outlines the concept of labour representation at the board level in Germany – a unique approach shaped by the country’s two-tier corporate governance system. Unlike the Anglo-Saxon one-tier system, where the board has direct engagement with employees, German supervisory boards are legally required to remain independent and cannot interact directly with employees. 

“Profitability of the company as a whole is at stake”

Gabriele accepts that labour representation on the board is not without its challenges. A key example is Volkswagen, where employee representatives hold significant influence over management decisions, and their primary concern is job security and maintaining production sites in Germany – but business realities demand a shift toward new markets. If changes in sales and procurement make Germany less viable as a production hub, the company must adapt, even if it means relocating operations.  With strong employee representation, these strategic shifts can become contentious, with decisions to prioritise national job security over global competitiveness.

“Codetermination also has also a very positive impact on the structure of a company”

Gabriele explains that the origins of codetermination in Germany are deeply rooted in history. Emerging after World War II, it was designed to safeguard labour rights in an evolving and increasingly competitive market. While it has its challenges, she knows that the system also brings clear advantages, especially in ensuring greater oversight within corporate governance structures.

“It's very important that we have a strong chairman of the supervisory board”

Gabriele believes that co-determination presents both opportunities and challenges. The key to making it work lies in how the different parties collaborate, the composition of the supervisory board, the role of the supervisory board's composition, and the chair's role. She advises that a strong chair is essential to balance perspectives and ensure discussions remain productive rather than divisive.

The three top takeaways from our conversation are:

1.      Co-determination in Germany makes sense because supervisory boards have no direct access to employees, and it is important to integrate the employee perspective into their work.

2.     The weakness of codetermination is the lack of internationality in international business models.

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The boardroom tango is where strategy meets execution, highlighting the dynamic dance between the board and executives in steering an organisation. But what does an executive have to do in order to really get the most out of non-executives?  How does this dance between the two work? How can it be influenced and improved?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the boardroom tango with Carol Ouko-Misiko, who is Group Sustainability and Risk Executive for Old Mutual Plc East Africa, she oversees 11 business units in the financial services sector, domiciled in 4 countries in East Africa.   

“If I had to choose, I'd rather be where the magic is happening”

Carol starts by explaining that if she had to choose between executive and board member roles, she would always prefer the driver’s seat as an executive. Executives have the opportunity to take strategy and turn it into tangible outcomes, leading teams, navigating uncertainty, and shaping the future, and she believes that’s where the real impact happens.

Reflecting on her early days on the board, one challenge stands out—curating information. Distilling complex information into clear, actionable insights takes effort and discipline; she initially struggled with this as an executive. 

“It's that delicate balance between a nose-in, hands-out approach”

The relationship between the board and management is dynamic. The board actively participates in governance, approves strategy, and maintains a firm grip on its fiduciary responsibilities. This is often characterised as a "nose in, hands out" approach, with board members highly engaged in significant decisions, risk evaluation, and executive performance but must also avoid micromanaging daily operations. Their role is to govern, not to manage, placing trust in executives to execute strategy effectively.  

“Do we have the meeting before the meeting? I think it's necessary, but it can't replace opportunities for us to face issues without the bias”

For Carol, the meeting before the meeting is something she loves and hates - they feel counterintuitive. Yet, she has come to recognise their value because they provide an opportunity to break the ice, easing difficult conversations before they take place in a formal setting.  These informal discussions help build rapport, align perspectives, and create consensus, especially when sensitive topics are on the agenda. However, Carol remains cautious about their potential downsides because pre-meetings can undermine transparency, bypass formal governance protocols, and discourage open, rigorous debate if misused. If board members become too reliant on informal discussions, there is a risk that critical issues will not receive the full scrutiny they require. 

“You need to have a bit of thick skin and a sharp focus”

Resilience and focus are essential for an executive to succeed in the boardroomFor an executive to succeed in the boardroom, resilience and focus are essential. Carol believes that executives must develop a thick skin and a sharp focus, but beyond that, they also need the ability to frame a co

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This episode highlights decision-making errors affecting high-stakes boards. Using concepts like bias, ‘deaf spots,’ and ‘tone-deaf leadership,’ it outlines misjudgment traps as warning signs and solutions to mental misinformation. It explores human misjudgment in boards, from ego to identity and false narratives.

Dr. Sabine Dembkowski, Founder of Better Boards, discusses navigating misjudgment with Nuala Walsh, non-executive director, chair, and CEO of MindEquity. Nuala’s roles include Chair of Innocence Project London, iNED at British & Irish Lions, President of Harvard Club Ireland, Deputy Chair of The FA Inclusion Advisory Board, and Vice-Chair at UN Women (UK).

"Even the smartest boards risk tuning out what matters"

Nuala stresses context as a critical factor in board decisions. Experience, background, and environment shape perspectives, but today’s noisy world—data overload, disinformation, and constant distractions—creates a "toxic mix" for judgment. Even intelligent boards risk missing crucial data, ignoring key voices, and rushing into misjudgment.

"We hear less; we misjudge more"

Nuala highlights ‘deaf spots’—the failure to recognise how environments influence behaviour. While reputation depends on sound decisions, boardroom pressures increase risk. Boards may tune out critical signals, focusing instead on what is convenient or comfortable.

"To get it right, understand why people get it wrong"

Addressing echo chambers and tone-deaf decision-making begins with recognizing the problem. Overconfidence blinds boards to vulnerabilities, leading them to assume their judgments are sound, even against contradictory evidence.

"Groupthink is a warning sign of misjudgment"

Boardroom culture matters. While boards discuss company culture, they often overlook their own biases. Consensus without challenge signals a risk of misjudgment.

"The peacock cares about who's right, not what's right"

Ego-driven decisions are a major pitfall. Overconfidence fosters a false sense of certainty, pushing boards toward rushed decisions influenced by distractions, time pressures, and wishful thinking. Identity, emotion, and risk appetite compound these biases, making it vital to question both external narratives and internal assumptions.

"Check your intuition"

Nuala advises boards to test their intuition. While gut instincts are useful, validating assumptions improves decision accuracy by 10% to 40%. Boards should pause, fact-check, and challenge their reasoning rather than rely solely on intuition.

Key Takeaways for Effective Boards:

• Decisions matter more than you think.
• No one is immune to misjudgment—evaluate your board's mindset regularly.
• Not everything you hear is valuable, and not everything valuable is heard—listen differently and discern wisely.

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Have you ever wondered how to sell a bold idea in the boardroom? Not just an idea different from what your organisation usually tends to do, but a really bold one that breaks ground in your industry? What does it take? What do you need?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses selling bold ideas in the boardroom with Dr Andy Palmer CMG, former COO at Nissan and President & Group CEO of Aston Martin.  Known as “the Godfather of EVs."  Today, he is a turnaround specialist stepping in as Interim CEO / Executive Chair at Optare/Switch Ltd, PodPoint plc and Brill Power Ltd.  

“More than anything else, if you want to get on, then you got to work hard.”
Andy credits hard work as the key to his success, acknowledging the sacrifices required. While his family enjoyed the benefits of his career, it came at a cost to time spent with them. Talent and education matter, but perseverance drives leadership.

“What do I need to understand that would allow me to solve that problem?”
Andy’s interdisciplinary experiences and deep industry exposure contributed to his achievements. His work on the Nissan LEAF taught him the importance of the "three Cs" in battery technology: chemistry, control, and cooling, shaping his focus on zero-emission solutions.

“When the whole company is essentially against you, how important air cover is!”
Selling the LEAF to Nissan’s board was tough—many favoured hybrids. Andy proposed skipping hybrids for fully electric vehicles. CEO Carlos Ghosn’s support was pivotal, providing Andy the "air cover" to push his bold vision.

“Being a CEO should be about leadership, but there's so much about corporate governance that sort of forces you to be safe.”
Andy reflects on the cautious nature of modern corporate governance, which can stifle innovation. He calls on non-executive directors to back CEOs willing to take calculated risks and pursue groundbreaking ideas.

“I've always been very happy to be the lowest IQ in the room.”
For bold leadership, Andy values diverse, multidisciplinary teams, effective communication, and empathy. He believes leaders must inspire confidence, even among sceptics, to gain support for their vision.

The three top takeaways from our conversation for effective boards are:

1.    Find something you love and can be passionate about in your career. 

2.   Education is more than just studying a particular subject - academia is about personal growth. So you've got to know a particular discipline well and build your skill sets in other areas, like finance and communication. 

3.   Ultimately, we all work with people, and your ability to build empathy and sell something rather than tell something is important.

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Every year, the world's preeminent leadership advisory firm, Egon Zehnder, surveys CEOs to identify issues and challenges they face and how they deal with them. In this podcast, we highlight key findings and discuss the implications for CEOs and Nomination Committees challenged to align on the search criteria for CEOs

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses how to lead through complexity with Dr Nadine Rinck, a partner in Egon Zehnder's Munich office. She heads Egon Zehnder’s infrastructure sector in EMEA and focuses on board advisory and CEO succession across sectors. 

“95% of the CEOs expect groundbreaking systemic changes in the next decade”
Nadine shares that 95% of CEOs anticipated groundbreaking systemic changes in the next decade.   The study also identified the top five critical challenges for CEOs: talent acquisition and development, AI adoption and impact, market disruptions, geopolitical instability and climate change/ecological impact.  Nadine highlights that these challenges are not isolated, and their interconnected nature makes them even more difficult to navigate.  

“The world is currently moving from complicated to complex”
Nadine explains that complexity introduces challenges for which no clear solution exists, no matter how much effort or money is invested. The world is shifting from being merely complicated to truly complex. This shift brings heightened uncertainty and often fear among teams and stakeholders.  

“What can I do to make my CEO become better and support him or her in navigating this complexity?”
Nadine emphasises that navigating complexity does not mean CEOs must solve every problem themselves or adopt a hierarchical approach.  Instead, CEOs are turning to specific sources for advice and support when tackling complex challenges.  However, a surprising gap exists in how often CEOs engage independent board members or chairs for guidance.  Only 17% consult their independent board members and just 13% turn to their chairs for advice.  

“Leaders will need to develop adaptive abilities”
Nadine acknowledges that tackling today’s challenges requires a fundamental shift - a complete update of the “operating system” of leadership.  For future CEOs, this means transforming their leadership identity and focusing on emotional intelligence and personal growth.  She outlines three meta-competencies that form the foundation for adaptive leadership. 

The first is self-awareness, which requires the ability to self-reflect and be brutally honest with oneself.  The second meta-competency is relational capability, which includes building trust, forming networks, and genuinely connecting with others.  The third meta-competency she describes is adaptability, which requires leaders to let go of outdated beliefs and unlearn no longer beneficial behaviours or strategies.  

“Take people out of their comfort zones and see them in different settings and environments”
Nadine emphasises that while a candidate’s CV and experience remain critical, boards (and particularly nomination committees) must go beyond traditional criteria to understand behaviours and p

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There are many different types of crises, and how boards deal with them, so it is prudent to be aware of typical mistakes, what works, and what boards can do to deal well with these situations.   Are there any ‘golden rules’ that can serve as a starting point to prepare a board and ensure effectiveness and performance in a crisis?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses crisis and the board with Barbara Lambert, a professional Board Member who chairs or is a member of the Audit, Risk and Nomination Committees.  Her current and past mandates include Banque Pictet & Cie SA, Deutsche Börse AG, Implenia AG, Merck KgaA, Synlab AG and UBS Switzerland.  Barbara spent 20 years at Arthur Andersen/Ernst & Young as a senior partner and Head of the Audit practice for banks and insurance.  In 2008, she started as Head of Internal Audit at Pictet Group in Geneva and became a member of the Management Board as Group Chief Risk Officer. 

“A crisis coming from external events has more often a greater speed … and internal crises are more likely to be hidden and evolve gradually”
Barbara reflects on her extensive experience managing crises over four decades, having identified clear patterns that emerge in such situations.  

“I wish it was really a once-in-a-lifetime experience”
Barbara describes one of the most critical mistakes she has witnessed boards make during a crisis - underestimating the situation.  Overconfidence often leads to a dangerous mindset of "this cannot happen to us," resulting in a failure to engage in proper scenario planning or not considering worst-case scenarios.  What starts as a manageable issue can quickly snowball into an uncontrollable avalanche. Barbara cites the collapse of Arthur Andersen, her former employer, where what began as a crisis ultimately ended with the company's demise.  

“It starts before the crisis, so the board should know where the company is vulnerable”
Drawing on nearly 40 years of experience in crisis management, Barbara outlines the key practices she has seen boards adopt to navigate crises effectively.  Success begins long before a crisis occurs, with boards identifying vulnerabilities and ensuring regular, comprehensive updates on the company’s risk profile.  She highlights the value of an early warning system. According to Barbara, a well-prepared, united board can make the difference between crisis recovery and failure.  

“I think that there's no miracle, but there's just a solution”
Barbara acknowledges that preparing for crises amidst packed agendas is challenging but insists that the solution lies in prioritising time.  Today’s board roles demand significant commitment—in reading documents and engaging deeply with strategic discussions, management, and fellow board members.  She highlights how the role of a board member has evolved into a full-time commitment. 

The three top takeaways from our conversation are:
1.      Crisis management starts before the crisis, so as a board member, you must ensure that the company is prepared with scenarios, contingency plans and a robust risk management framework. 
2.     Do not overestimate your availa

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The ESG narrative has become familiar but does not yet confront the challenges of a world where interest in sustainability is waning in some regions, political and economic divides are widening, and technology is reshaping the rules of the game.  How can boards maintain momentum on climate and social issues when governments are focused on regulation and public interest is fractured?  

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses whether corporate governance can survive sustainability with Frederik Otto, Director of Advisory and Head of Europe at global consulting and standards firm AccountAbility. Previously, he founded and led The Sustainability Board, a globally recognised think tank for sustainable leadership and corporate governance. 

“The purpose of the company is not just to provide profits to shareholders, but to serve all of their stakeholders.”
Frederik starts by explaining that sustainability is intricately tied to governance through stakeholder management and engagement.  He recalls how the topic gained traction from 2017 to 2019, with influential figures such as Larry Fink of BlackRock and the US Business Roundtable emphasising that a company’s purpose extends beyond delivering profits to shareholders. That narrative led to a push for better oversight of sustainability issues.  

“The last five years have been quite the journey for sustainability.”
Frederik acknowledges that there is a sense of ideological fatigue around terms such as ESG and sustainability, and these words may even have become divisive, but the underlying issues remain critical.  He stresses that a board’s fiduciary duty includes ensuring sustainability matters are given due consideration.

“We were seeing all these shiny sustainability reports and board disclosures… …that were very explicit in how the corporation is providing value to all sorts of stakeholders.”
Frederik explains how the drivers of sustainability have shifted.  While employee activism and stakeholder pressure were dominant five years ago, economic challenges such as inflation and layoffs have reduced their influence.  Particularly in Europe, regulators have stepped in to fill this gap with legislation. 

 Frederik highlights three key sustainability trends emerging for the future:

1. Nature and Biodiversity - Risks such as biodiversity loss are gaining attention, along with opportunities like nature-based solutions.
2. Artificial Intelligence - AI impacts businesses through changes to business models, operational challenges like cybersecurity, and ethical considerations.
3. Geopolitics and Geo-economics - Global hostilities, trade restrictions, and national security concerns related to climate change are influencing board agendas.

“Do more scenario planning, do it more provocatively, and look as far as possible.”
Frederik stresses that boards must prioritise long-term sustainability goals alongside immediate operational challenges.  He identifies three core responsibilities for boards: routine governance, crisis management, and future planning.  He emphasises that robust scenario planning is vital for proactive governance,

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The board is responsible for appointing the CEO, and the relationship between the Chair and the CEO is crucial - but often not easy.  So what matters when selecting a CEO, and how can we establish and develop a good relationship between the Chair and the CEO? 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the crucial relationship between the Chair and the CEO with Sir David Norgrove, currently a Governor at the University of the Arts and Chair of the aBDRN Financial Fairness Trust.  Sir David has held a number of chairing roles in leading public sector organisations. His early career was at the Treasury, at First National Bank of Chicago, and as Private Secretary to Prime Minister Margaret Thatcher. This was followed by Marks & Spencer from 1988 to 2004, including as a member of its Board.

“It's important to be on the shop floor and to see what's going on.”

Sir David relates that during his 16 years at M&S, he worked under three chairmen, all of whom held the dual role of Chair and Chief Executive - an approach less common today.  While the third eventually separated these roles, the first two were dominant and highly authoritative figures. Their leadership styles had significant drawbacks, particularly a reluctance to encourage challenge or dissent.  Too often, the board acted as a rubber stamp for their decisions.  Despite these challenges, Sir David learned valuable lessons.  

“The dictatorial approach is subtle, but it's still there.”

Sir David reflects on past experiences in the boardroom, acknowledging that standards were quite different decades ago.  He recalls unacceptable behaviour, with a culture of bullying and a dictatorial approach that at times crossed the line.  He believes this leadership style was deeply damaging to the business and carried that lesson with him into his later roles.  

“Having the right CEO is the number one, two and three most important things for a chair.”

Sir David emphasises that selecting the right CEO is the most critical responsibility for a chair, ranking it as priorities one, two, and three.  He believes that the wrong appointment can strain the chair/CEO relationship and lead to organisational unhappiness and failure to meet objectives.  While acknowledging the difficulty of defining the perfect CEO, he recognises the need for trade-offs.  He focuses on core qualities.  A CEO must be direct, transparent and willing to speak openly about issues.  

“All you can do is trust your instinct - and that can be wrong.”

Sir David acknowledges the inherent challenges of assessing candidates, especially in determining whether they meet the criteria and trust can be established.  However, he believes no process can guarantee absolute certainty, as ultimately, decisions rely on instinct, which is not infallible.  

“The person you're talking to is the Chief Executive. He's not your underling.”

Sir David believes building and maintaining a strong relationship with a CEO requires adapting to the individual's character.  He emphasises the importance of regular, consistent communication, which often takes the form of a weekly meeting or p

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Amid global uncertainty, are boardrooms needlessly complex? Is It possible to thrive in the boardroom by keeping things simple? 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Director of Better Boards www.better-boards.com, discusses being on the board with Sir John Tusa.  Sir John has been known to the public as the main presenter of BBC2's Newsnight and the Managing Director of some of the most iconic media and cultural centres in the United Kingdom. 

“The things that really make a difference are what I call the simple ones”
Sir John suggests that although being on a board involves significant challenges in an increasingly complex world, it is not necessarily complicated.  He explains that the complicated aspects of board service involve fundamental duties: understanding the organisation’s legal basis, following regulatory expectations, and recognising responsibilities toward shareholders or stakeholders. These regulatory and procedural tasks are necessary, but are only part of the board’s work.  Simple, straightforward actions and values can truly make a difference. They hold substantial value in shaping the organisation’s success and fulfilling the board’s deeper purpose.

“The more generous you can be with your time, the better it is for the organisation, and the better it is for you as a board member”
Regarding time, Sir John also points out that when he was first invited to join the board of the English National Opera around 25 years ago, the chair reassured him that annual board commitments would be minimal.  Since then, expectations have evolved significantly, and today board roles can easily demand 30 to 40 days or more per year. 

“When I hear the word board pack, I almost want to reach for my bonfire”
He describes a frustration he has with the common organisational tactic where executives overload non-executive directors with extensive paperwork.  In some organisations, this may be deliberate, to overwhelm non-executive board members with so much information that it becomes virtually impossible for them to thoroughly review or question it.  This tactic, he argues, is a way for executives to discourage meaningful input from non-execs by drowning them in details.  To counteract this, he advocates a slim board pack approach.  

“If you don't know your fellow board members, you probably don't know the executive well enough either”
Sir John emphasises the critical importance of knowing fellow board members and even the executive team well, viewing this familiarity as vital to effective board service.  A disconnect among directors and executives stems largely from the overwhelming focus on paperwork and procedural accountability, which, in his view, can impede meaningful connections and decision-making.  

“There are no stupid questions, and there are no stupid opinions”
Sir John offers direct advice to board members who feel overwhelmed by excessive paperwork and information overload and stresses the importance of voicing concerns and setting boundaries if the volume of information prevents them from making informed contributions.  

The three top takeaways from our conversation are:
1.

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Most Directors serve on boards in one or two countries. The argument often is that one Most Directors serve on boards in one or two countries. The argument often is that one has to understand the legal requirements and the cultural context. Is this the only way in our connected world?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, reflects with Christof Kutscher about his experience serving on boards in 20 countries on five continents.  

Christof holds multiple key positions in the financial industry. He is Chair of the Board of Directors at Bergos Private Bank and a board member of Carmignac Gestion, Indeez, and Gnothis Holding SA.  He was CEO and Chair of Climate Asset Management. Christof has also held leadership roles at prominent firms such as UBS Global Asset Management and AXA Investment Managers.

“Well, I didn't start on five continents…”
Christof’s board career began in Switzerland and expanded across multiple continents over time.  While his experience of serving on boards in different countries and cultures has been intellectually stimulating, he emphasises that the real differences in board dynamics often stem from the type of company rather than geography.  His extensive international experience has enabled him to navigate these complexities and add value to companies around the world.

“I said, ‘No, I'm not looking for a job’”
Christof explains how his global board career started with some ex officio roles.  As a senior manager in a large global bank, his work naturally extended across many countries.  Initially, he served on country boards in Europe, but as the bank expanded, he joined boards in Asia Pacific and joint ventures around the world.  He says this was invaluable training, offering deep cultural insights and a firsthand understanding of how different countries approach board governance.  This varied exposure shaped his ability to adapt and thrive in various cultural settings.

“I typically don't steal the money, and I'm culturally adaptable”
When asked how he initiated and developed his global network, Christof emphasises that it’s all about trust and delivering more than expected.  He explains that board roles are heavily trust-driven, and having a solid reputation without any risky experiences in your background is key to gaining and maintaining that trust.  While he continues to receive invitations to join boards from headhunters, he feels that his reputation for integrity and cultural adaptability often opens the door.  

“I love the deep dive to understand the company, the industry, the strategy”
Christof applies strict criteria when evaluating board roles, often recognising whether a position will be a good fit early.  He emphasises assessing whether the role aligns with his values before committing.  Christof explains that he has never wanted to be a decoration rather than a real contributor. 

The three top takeaways from our conversation for effective directors and boards are:
1.      Avoid boards with people with egos so high that the board cannot operate. Individuals may be influential, incredibly smart, and experienced, but they must ensure their ego does not

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In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses tech boards with Irene Arias Hofman, CEO of IDB Lab, the innovation and venture laboratory of the Inter-American Development Bank Group. 

“We do care a lot about the principles, the values, the incentives”
Irene begins by outlining that when evaluating tech boards, especially in startups, investors focus on several key elements.  Using her organisation’s portfolio as an example (which includes startups typically at Series A or B stages), she explains that they pay close attention to the governance of both the startups and the venture capital (VC) funds they often invest alongside. They believe that the governance of portfolio companies and VC funds is crucial, although the governance of each differs significantly.  

“They need to a bring in a whole set of other aspects…. that they didn't have to worry about when they were just a two people team”
From an investor’s perspective, Irene describes how a good board in a startup balances technical expertise with broader strategic and corporate skills.  As the company grows and becomes more institutionalised, the board needs to expand its skill set to include governance, organisational management, social skills and strategic foresight.

“They have more control… or more choice than maybe they think in terms of who's on the board”
Irene then outlines how successful boards differ from struggling ones in several key ways.  First, they ensure the right fit of board members rather than simply accepting any investor who offers capital.  She notes that startups often feel they have limited control over their board composition, especially when large investors demand board seats.  However, successful startups are, in fact, deliberate about selecting board members who bring real value.  

“Only 6.2% of board seats in unicorn companies are held by women”
Board diversity is also a distinguishing factor.  Data shows that companies with women on their boards perform significantly better, yet Irene notes that women still hold only a small fraction of board seats in unicorn companies.  

“It's become trendy, and it can be good to say you are on the board of a high-growth tech startup”
A good board member in the startup context needs to be highly available and committed. Irene points out that while it has become ‘trendy’ to be on the board of a high-growth tech company, the real value comes from being genuinely invested in the company’s success. 

“You really want to know: are you gonna build a sustainable business”
When it comes to tracking a startup's progress, Irene relies on a few key KPIs that provide a solid understanding of the company’s health and sustainability - the burn rate, the lifetime value (LTV) of a customer, and the churn rate.  

The three top takeaways for effective Tech boards are:
1.      As a startup, you may be able to pick your board members more than you think, so do not feel pressure to give up board seats to investors to get investment.  It has to be a good match to build the right skill mix.
2.     

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Every country has its fair share of corporate failures. Afterwards, It is easy to point towards governance. Reflection and learning are essential. In this podcast, you hear from someone who has a critical governance role In Germany. You gain insights into the issues discussed and the perspectives of someone who hears daily from all players in the market - regulators, state officials, top managers, board members, the media and the general public. 

Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses current trends in German Corporate Governance with Dr. Cordula Heldt, Head of Corporate Governance and Company Law at the German Share Institute (Deutsches Aktieninstitut).  She is also Head of the Secretariat to the Commission on the German Corporate Governance Code (Regierungskommission Deutscher Corporate Governance Kodex).  

“Every declaration that you have to do is actually about nudging boards to do the work”
Cordula opens with Germany’s recent significant corporate failures, notably the Wirecard scandal, which led to new regulations concerning corporate governance.  Following the Wirecard case, German lawmakers introduced stricter requirements for risk management, internal control systems, and auditor regulations.  

“Every declaration that you have to do is actually about nudging boards to do the work”
However, despite the complaints about the administrative burden, Cordula believes the value of these declarations lies in their ability to nudge boards into taking their responsibilities seriously.  By requiring formal declarations, boards are compelled to examine their risk management and internal control systems closely – and this scrutiny is not only limited to financial reporting but extends to the entire governance framework.  The intent is to ensure that supervisory board members ask the right questions and engage more deeply with these systems.  

“As a board chair, you're looking for people that you can propose to the board and the general meeting that can fill the whole seat”
One effective approach some companies adopt, which Cordula notes, is reporting on the different levels of expertise within the board.  This means acknowledging that not every board member starts with the same level of knowledge, especially in specialised areas.  She believes this trend toward acknowledging and communicating different expertise levels supports more effective board development and governance.

“Of course, they think it's burdensome, but everybody knows the alternative is regulation”
Cordula advises bringing directors and policymakers closer together to create better boards.  She also understands that while directors generally support the code, they often find it burdensome, although they recognise that the more stringent regulation alternative could be worse.  She explains that one approach that has been effective (at least in Germany) is the practice of direct engagement, as Clara Christina Streit, the new chair of the German Code Commission, has implemented.  She started her tenure with a "listening tour." 

The three top takeaways from our conversation for effective boards are:
1.      Familiaris

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Recently, there has been a surge on social media stating that diversity, equity, and inclusion (DEI) are bad for business.  Some of the world’s largest firms have also significantly reduced their investment in diversity and inclusion.  But what does this mean for boards that do believe DEI are good for business? Should they change how they approach this agenda, and if so, how? 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses whether DEI is bad for business with Prof Grace Lordan from the London School of Economics, Founding Director of The Inclusion Initiative, economist, and labour market skills expert.   

“What boards need to think about is how inclusive are their teams at the micro level, so that when they aggregate, we get those productivity gains”
Grace opens by considering an example – an imaginary scenario where DEI might negatively impact business.  Imagine starting a new job and meeting your team for the first time, being different in some way – perhaps gender, ethnicity, or language.  You have valuable knowledge and are excited to contribute, but you're repeatedly interrupted or ignored when you speak up. In this situation, you could respond in one of four ways: silence, dissent, quitting and conformity. These responses show how poor inclusion can make DEI detrimental to business.  

“The biggest thing we can do is say this board doesn't engage in consensus-based decision making”
Grace notes that boards must consider what's happening in the room and any member’s desire to “fit in.”  She attributes many big behavioural risk scandals to groupthink at the team level and board members who are aware of a potential issue but fail to speak up because they don't want to upset the apple cart. 

“These good habits, unfortunately, haven't necessarily infiltrated boards yet”
Behavioural changes are vital to advancing diversity, equity, and inclusion (DEI) in organisations, not only at the board level.  Grace outlines how to promote inclusive behaviours, starting with establishing clear rules for meeting hygiene.  These guidelines will ensure everyone has an opportunity to speak. 

“If you invest in an inclusive culture, you should see gains in the fundamentals. You definitely won't see losses”
Grace’s research explores the broader implications of inclusion on fundamental business metrics such as growth, innovation, patent filings, stock returns, return on equity, and return on assets.  She established a clear, positive relationship between inclusion and long-term business outcomes.  Diversity alone showed gains only after reaching critical mass. However, when inclusion is paired with diversity, the need for a high critical mass diminishes.

“Millions and millions of pounds are wasted each year on diversity equity and inclusion initiatives”
Grace notes that to realise productivity gains, board members must prioritise fostering a culture of inclusion, where diversity is genuinely valued and diverse talents are not pressured into conformity.  

The three top takeaways for effective boards from our conversation are:

1. Integrate inclusion wi

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Corporate Governance Codes worldwide state that an internal board evaluation shall be conducted in years one and two after a fully facilitated external evaluation.  It is one of those tasks on a Company Secretariat's calendar that has to be done.  But how?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses mastering internal board evaluation with Chloe Barry. Chloe is Group Company Secretary at Kingfisher, an FTSE100 organisation.

“I'm fortunate to have moved from one engaged chair to another”
Chloe starts by explaining her board evaluation process, with the next one planned for the autumn, which will be conducted internally.  She outlined how this is notable for two reasons: it is the first led by the new board chair.  Chloe is excited to work with them on what she is certain is a robust process.  Secondly, they will use most of last year's question set, allowing them to measure progress.  

“We want the directors to leave the process feeling assured that they have identified the appropriate actions”
Chloe admits that board evaluations can be seen as unnecessary and time-consuming. However, her experience with engaged boards and directors shows that they often appreciate the outcome. Despite the time it takes, directors recognise that meaningful participation enhances the quality of subsequent reporting and discussions, and by engaging honestly and sharing views on potential obstacles, board effectiveness can significantly improve. In her opinion, a good evaluation process is measured by the practical actions it identifies for improvement.  

“Perhaps counterintuitively, my starting point is always to look back and reflect on the previous few years' reviews”
To prepare for an internal evaluation, Chloe explains that she starts by reflecting on past reviews, considering the format, tone, actions set in the previous years, and feedback from directors.  This helps her decide on the type of review to propose, whether internal or external and if it aligns with their three-year cycle.  If changing the mechanism or provider, she will always create a shortlist, benchmark with peers, and possibly conduct a full tender.  She explains that while board evaluations, particularly internal ones, can take almost any form – verbal, paper or online - the most important thing is to ensure that you are evolving and improving in all respects.

“You need to be honest with your chair”
Chloe emphasises that honesty with your chair about past successes and areas for improvement is essential when making proposals. She relates that she introduced Better Boards for their interim evaluation last year to focus on peer reviews. Considerations included various factors such as the new platform, question set, reporting format, timetable, and communication plan. The most positive feedback from last year's review was about the display of the results and the insightful peer review section.  

The three top takeaways from our conversation are:
1.      Learn from past evaluations by reviewing agreed actions, feedback, and the process.  Show directors you are improving the experience to maintain their eng

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Many Directors have positive intentions, want to leverage their experiences, support executives, and discuss the big picture in the boardroom. But many quickly become disillusioned, stuck in detail, ticking off boxes and agenda items rather than supporting executives and helping the organisation make a real mark.  

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards www.better-boards.com, talks with Sir John Tusa. He is known as the main past presenter of BBC2's Newsnight programme. He was Managing Director of some of the most iconic media and cultural centres in the United Kingdom, such as the BBC World Service and the City of London's Barbican Arts Centre and chaired the boards of the European Union Youth Orchestra, University of the Arts London and Wigmore Hall.

“We are here to help to make the organisation a better, more creative place"
Sir John began by observing that a board that is too formal and strictly adheres to rules can stifle creativity.  While it is important to follow regulations, boards that only focus on minutes and compliance miss the mark.  

“The practice of constant accountability prevents people from having ideas”
Sir John explains that it presents a missed opportunity if a board does not make time for innovation. To avoid this, boards should ask if they focus more on responsibility or accountability.  He believes accountability often means constantly proving compliance to external parties, while responsibility involves making decisions and owning the outcomes, good or bad.  Boards should prioritise responsibility, embrace new ideas, and be willing to accept the consequences of their decisions. 

“Give yourself permission on a board not to be tied down by rule”
Sir John wishes boardrooms would handle routine business swiftly and then dedicate the rest/bulk of the time to discussing big ideas.  These discussions do not always need conclusions but require an open-minded approach, and the chair and chief executive must foster this creative environment.  Board members are not there just for their specific skills; they are there as whole individuals.  

“It's vital that boards spend time together”
Spending time together outside formal meetings, as Sir John experienced on an American board, can significantly improve board dynamics because boards need to be enjoyable spaces.  So, as chair, focus on creating an open, fun, and collaborative environment while ensuring that the board members feel valued and heard.  This will foster an atmosphere where innovative ideas can thrive.  

“You won't do it just by being stuck in the mud and saying, ‘We're observing the rules’”
Sir John concludes by pointing out that as an individual non-executive director or trustee, you can influence and contribute to creating a vibrant board atmosphere, even if the chair is not taking the lead.  He suggests that boards thrive when members feel valued, heard, and motivated to contribute their best.  

The three top takeaways for effective boards from our conversation are:
1.      Remember that a board is there to help create and sustain a vision. The vision comes from the ch

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As board members gain awareness of the possibilities and power of AI and analytics, an almost unlimited array of potential projects, questions, or scenarios where analytics could improve outcomes arises.  The challenge is how to prioritise the various opportunities. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses using AI and advanced analytics to deliver value in the boardroom with Professor Bernardo Almada-Lobo, co-author of The Analytics Sandwich: Bringing People and Artificial Intelligence Together to Unlock Business Value. 

“If you really want advanced analytics and AI to deliver game-changing value, the secret sauce is to approach it with short, laser-focused projects”
Bernardo explains that organisations often take two ineffective approaches to AI and analytics, leading to disappointing outcomes.  They either embark on a massive analytics project, or different teams initiate numerous mini-projects driven by personal curiosity or bias.  He underscores the need for a strategic, business-led approach, focusing on short, laser-focused, collectively agreed-upon projects that are directly tied to strategy. 

“This technology has the potential to affect every industry and every function of a company”
Bernardo believes that boards must understand the opportunities and disruptions generative AI, and advanced analytics present. This awareness helps avoid two common pitfalls.  The first is that boards may demand AI projects using a push analytics approach without organisational alignment, focusing on available data rather than the problems.   Second, management teams may move faster on opportunities than their boards are prepared for.  

“By integrating AI and advanced analytics, boards can enhance their effectiveness, make more informed decisions, and drive organisational success”
Bernardo explains that integrating AI and advanced analytics can significantly enhance the effectiveness and inform decision-making of any board when considering its responsibilities. 

“Any director who fails to integrate AI into their work and decision-making process in the near future will not be allowed to serve on the board”
Bernardo warns that boards need to address know-how gaps to effectively apply AI. Board members should possess basic AI literacy, which will become a standard requirement. 

“Analytics is not a substitute for people. It's a support, a way that we have to harness their knowledge and combine that knowledge with state-of-the-art AI and machine capability to augment, instead of replacing”
Bernardo gives a list of tips for the C-Suite on AI Integration. 1. Walk the Talk. 
2. Align AI and Advanced Analytics with Business Objectives and Culture. 3. Combine People and Analytics.  

The three top takeaways for effective boards from our conversation are:
1.      Any director who fails to in

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To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

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Climate change is not just a distant threat, but an urgent and immediate reality that is forcing fundamental change for organisations, often transforming their business models.  The role of governance in enabling and guiding the urgent transition to the net zero economy has never been more crucial.  

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards) discusses how Chairs can structure their committees, why climate change is central to business resilience and growth, and the role of the board with Vicky Moffatt. Vicky is CEO of Chapter Zero, the Director’s Climate Forum, a global membership organisation for Non-Executive Directors and Chairs. 

"Every director needs to understand that over the longer term, there are only two scenarios for the transition and our global economies”
Vicky sees boards at every stage of the climate journey. Her work is about educating members to be effective climate leaders from the boardroom. To her, climate is not just a governance issue but a call to action that should be addressed at every level of the organisational structure. Segregating climate issues into an ESG committee is an ineffective approach. Instead, it is the directors' responsibility to take the lead in designing and executing the clean energy transition, thereby making a significant impact on the future of our planet. 

“I think the longer-term nature of the net zero transition makes it fall in perfect alignment with the very role of the board itself”
To Vicky, the corporate governance code promotes the long-term, sustainable success of the company, generates value for shareholders, and contributes to wider society. Leaning on that definition makes board work and net zero perfect bedfellows. So, it's not about the individual director at all; it's about shifting the very culture of the boardroom itself.

“The further you go, the more you realise climate and sustainability are issues for every board committee and indeed for the whole board”
ESG committees can be hugely important in driving change around business models and strategies, but the issues of climate and sustainability impact so much that the whole board needs to be involved. 

“There is a sense that this work is too difficult”
Vicky points out that when it comes to climate and climate transition, fundamental, systemic change is needed. It can feel overwhelming and intimidating, and there’s a lot of unfamiliar territory. So, everyone needs to be comfortable with being in a mode and mindset of learning rather than giving in to the overwhelming aspects. 

“Great work is happening out there”
Vicky shares some concrete examples of great work in the podcast episode. 

“The chair is crucial. But in some of the more progressive boards that I've seen, the chair is sort of like the goat herder, leading from behind”
Vicky feels that when it comes to climate, it really is conventional change work, even though the Net Zero agenda is the most extraordinary change programme ever written. With all excellent change work, it is about having a powerful guiding coalition with a clear vision. Chairs lead th

Remember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google.

To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.