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?
“Strong corporate governance forms the basis of the conditions for retaining and creating value. Boards must frame governance as a driver of momentum – ensuring oversight supports agility while safeguarding integrity" - Claire Fargeot, Head of Governance and Board Advisory, Grant Thornton.
In this insight, Claire Fargeout speaks with governance strategist Peter Tunjic. Peter shares why challenging assumptions is critical for boards that want to create, not just preserve, value.
The conversation ranges across the real building blocks of boardroom effectiveness: collaboration, competency, culture and the behaviours that tie them together. Peter challenges whether the board's role stops at questioning and monitoring, or whether it extends to something more demanding, in genuine value creation.
He offers practical thinking on streamlining meetings, the behaviours needed for better decision-making, and why a boardroom without friction may actually signal a problem. On AI, the Corporate Governance Review 2025 data reveals a sharp disconnect; most boards recognise the opportunity but far fewer are treating it as a risk, and only a small minority have members with relevant expertise.
Peter explores what it means to govern AI responsibly, and makes the case that true value in governance isn't just financial, it's social. Unless something productive is genuinely created, he argues, value has simply changed hands.
Learn More:
Read the full insight here.