Three ways to prevent cyber risk from becoming a risk management blind spot.

Once criticised for its governance shortcomings, the London-based digital bank has transformed itself following scrutiny over its compliance practices and corporate culture.

In the wake of recent cyberattacks on high-street names such as M&S and Co-op, it’s increasingly clear that no organisation is safe from cybercrime. But while major retailers often have the resilience to absorb such crises, membership bodies and not-for-profit organisations face a far greater set of vulnerabilities.

Cybersecurity has become a leading board-level risk for UK organisations in 2025. As threats grow in scale and complexity, governance professionals play a critical role in equipping boards with the insight and oversight needed to manage cyber-risk effectively. This article outlines ten key recommendations.

As Jerry Greenfield departs after 47 years, Ben & Jerry’s long running tension with its corporate parent Unilever enters a new phase and highlights the complexities of subsidiary governance

Over the past six years I have had the extraordinary privilege of guiding the Institute as Chief Executive. Now I am stepping down, I can reflect on what a period of profound change it has been.

The Charity Commission’s inquiry into the Captain Tom Foundation exposed repeated misconduct and mismanagement by Hannah and Colin Ingram‑Moore. Its report cited failures in conflict management, oversight and intellectual property arrangements, offering stark lessons for boards on independence and transparency.

With major reforms to corporate transparency on the horizon, governance professionals are key to helping businesses stay compliant

This Halloween we examine two of the greatest horror movies of all time, to see how good practice governance could have helped to mitigate some of the worst fictional corporate disasters, as a bit of fun! While the examples are all fictional, there are certainly real-world lessons to be applied to these cases.