When CEOs and Chief People Officers become the source of misconduct, who guards the guardians? The Astronomer scandal reveals how those entrusted with culture and ethics often shield power instead. HR curates the truth, boards hear only what’s filtered, and employees withdraw into defensive silence.
Governance in Name Only (GINO) describes how corporations adopt superficial governance practices to appear ethical without meaningful accountability. Using scandals like Star Casino, I unpack why organisations succumb to governance washing, highlighting coercive, mimetic, and normative pressures, an
Rebuilding organisational culture in NFPs is challenging, with issues like weak leadership accountability, disengaged boards, and misaligned incentives. This article explores why culture fails, the pitfalls of passion-driven but ineffective management, and how strategic governance can drive meaningf
Misused metrics distort behaviour, erode trust, and weaken goals. Used wisely—aligned with values, ethics, and systems thinking—they support better decisions and create environments where people and organisations can thrive.
Providing more structure, not less, in both the daily tasks of employees and their perceptions about career pathways, offers the strongest viable path to improved staff retention and higher team performance.
Given the obvious dichotomy in this approach to work generations, the practical implications for management are that the leadership theories many have encountered will struggle to provide solutions when it comes to developing coherent teams.
