English football has entered a decisive new chapter. The governance of the national game has been fundamentally reshaped, introducing the most significant regulatory reforms in a generation.

Ruairí Cosgrove FCG, President of CGIUKI, explains why joining the Institute's board offers a unique opportunity to work at the forefront of governance thinking, influencing regulation, policy, and professional practice.

Derek Leatherdale, Senior Geopolitical Risk Adviser at Sibylline, discusses how escalating global geopolitical volatility has become a persistent, systemic risk for organisations, arguing that boards and governance teams must adopt a more structured, ongoing approach to assessing impacts and strengthening oversight to protect resilience and value.

Nigel Kippax is a charity sector advisor and an associate with Charity Finance Group. In this comment piece, he discusses how the charity sector’s long standing financial challenges are less about a lack of money and more about unchallenged assumptions, growth mindsets, and outdated funding models that may be limiting real social impact.

Eleanor Gray is the Director of Inquiry for NHS England. In this comment blog she explores how public inquiries examine whether organisations can clearly evidence their decision-making, risk management, and culture under scrutiny, and why consistent, transparent processes are critical to demonstrating accountability.

Over recent weeks, I have been struck by how consistent the challenges facing governance professionals are, from Ireland to the global stage. This blog reflects on why professional standards, collaboration and recognising excellence matter more than ever.

Today’s King’s Speech sets out a legislative programme shaped by a more volatile and uncertain operating environment, with a focus on economic performance, institutional effectiveness and national resilience.

Changing a company’s year end and the filing of the B83 sometimes leads to confusion among presenters

Risk is now a mainstream topic of conversation. In the past, risk was associated primarily with fast-moving innovative businesses (and with particular events such as product launches); but the UK’s risk landscape has changed radically in the last decade.