The debate between performance and mental health is the wrong conversation. The right question is whether your board can tell the difference between a high-performance culture and a high-pressure culture — because the research can, and the cost of confusing the two is already showing up in your financials.

The boards of Africa's most significant institutions are governing through a period of structural disruption they were not designed for. Four fault lines are breaking open simultaneously: human capital, technology risk, CEO succession, and executive pay. The cost is no longer theoretical. Delayed decisions are destroying revenue, eroding earnings, consuming free cash flow, and surrendering market capitalisation quietly, one deferred agenda item at a time. Read more on our bl

Why do strong strategies still fail? Because governance and change management are often missing. Our latest blog unpacks the three pillars every organisation needs to turn strategy into results and the common governance failures that derail execution.