Board and Management Relationships Results

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  • 01 Jun 2015

    Disruptive forces

    There is growing recognition that some boards may not have enough technology expertise. Tony Featherstone considers the strategic risks and opportunities that have emerged from digital disruption. A new business buzzword, the “disruption director” seems an unusual way to describe the in...

    Content Type: CDM Article

  • 01 Jun 2015

    Avoid the pitfalls

    For a new director, a carefully crafted 90-day plan makes for a smoother transition to governance and adds more value in the first year on a board. Tony Featherstone reports. An aspiring director, eager to impress, attends his first board meeting armed with a laptop and a long list of questions. I...

    Content Type: CDM Article

  • 01 May 2015

    Q and A with Chris Thomas

    An outstanding board and executive team is helping Walter and Eliza Hall Institute of Medical Research create the next chapter in its history, writes Tony Featherstone. A cavernous hallway at the Walter and Eliza Hall Institute of Medical Research (WEHI) neatly captures the old and the new. On the...

    Content Type: CDM Article

  • 01 Apr 2015

    Duty Calls

    Strong due diligence is vital before joining government boards, but so is leaving politics at the boardroom door, writes Tony Featherstone. Dennis Mutton FAICD, a former public service executive, has chaired or been a non-executive director of more than two dozen government boards during a stellar...

    Content Type: CDM Article

  • 01 Dec 2013

    Making the right moves in 2014

    Tony Featherstone identifies seven key issues boards need to watch as they grapple with rapid shifts in the competitive landscape in the year of the horse. Donald Rumsfeld’s memorable speech about “known knowns”, “known unknowns” and “unknown unknowns” seems an apt description for the vast ...

    Content Type: CDM Article

  • 01 Sep 2013

    Continuing the family's journey

    Nihal Shah is as humble as his company’s red-brick Melbourne headquarters. He talks to Tony Featherstone about being part of a family business that turns over almost US$1 billion annually in more than 20 countries. A nondescript industrial park in Melbourne’s outer south-east suburbs seem...

    Content Type: CDM Article