

Podcast
Episode 20 - Collective intelligence
In this podcast, Jennifer Sundberg, Co-CEO of Board Intelligence, discusses her company’s theory of collective intelligence, which advocates moving away from superstar CEOs and board-centric decision-making to recognising the whole organisation’s potential to make great decisions.



Training Courses
ESG Essentials
In today’s business landscape, Environmental, Social and Governance (ESG) is no longer a “nice-to-have” - it’s a strategic imperative. Whether you’re advising the Board, shaping company policy, or simply navigating the growing expectations of stakeholders, understanding ESG is critical to your professional toolkit.

Workshop
Charity Chairing Workshop
This virtual workshop is designed for the Chairs of charity Boards, and/ or Board-level Committees. The workshop focuses not just on the practical side of chairing, but also in understanding the human dynamics and behaviours that can support Chairs in developing their unique approach to role modelling and leading an effective and impactful Board.
Course costs (ex VAT)
Non-member - £159
Professional subscriber - £140
Member - £125

Role of the Chair
Imagine a board meeting where every voice is heard, decisions are made efficiently, and everyone leaves feeling energised and aligned. Effective chairing isn't just about running meetings; it's about fostering leadership, driving results, and creating a culture of engagement. This course provides you with the confidence and practical tools to make that vision a reality.
Effective meetings are crucial for efficient and productive business operations. This course equips Chairs and those who support them with the essential understanding of the Chair's foundational role and responsibilities. While designed primarily for Chairs, this course is equally valuable for those who support or advise Chairs, including Company Secretaries, board administrators, and governance professionals.


West Midlands Branch
Boardroom Bots: The future of decision-making and strategy?
How can boards use the insights available via AI (particularly data and pattern analysis) to contribute to their oversight and decision-making, while remaining true their statutory and fiduciary obligations? How do we, as governance professionals, assist them in navigating this new tool?