- 13 April 2026
We are operating in a period defined by uncertainty. Geopolitical tension, economic volatility and rapid technological change are reshaping the environment in which organisations make decisions.
In that context, governance is no longer something that sits quietly in the background. It is how organisations navigate complexity, make better decisions and build the trust on which long-term success depends.
This has been brought into sharp focus during my recent visit to Mauritius, where I met with government leaders, regulators, employers and governance professionals.
From reform to capability: governance in action
Mauritius offers a clear illustration of how governance is evolving globally. Over the past decade, the country has undertaken significant reforms to strengthen regulatory oversight, improve transparency and align with international standards. These changes were driven by real external pressures and the need to maintain credibility as a trusted international financial centre.
What is striking now is how the conversation is moving forward. The focus is no longer solely on frameworks or compliance. Instead, there is a growing emphasis on capability, on ensuring that organisations have the people, skills and professional expertise required to make governance effective in practice.
In meetings with the Minister of Financial Services and Governance, the Vice-President, regulators and industry leaders, a consistent theme emerged. Governance is increasingly seen as a driver of economic resilience and growth. There is a shared recognition that strong institutions depend not only on rules, but on the quality of decision-making and oversight within organisations.
This is reflected in a growing commitment to developing governance professionals, strengthening partnerships between education providers and employers, and building a pipeline of talent that can support boards in an increasingly complex environment. It is also evident in the ambition to position Mauritius as a regional hub for governance education, attracting talent from across Africa and contributing to a broader knowledge economy.
This is governance in its most practical sense. Not an abstract concept, but a capability that underpins confidence, investment and institutional trust.
Connecting global insight to UK practice
In the UK, governance professionals are working in an environment where expectations continue to rise, particularly in sectors such as charities, where accountability and transparency are rightly under close scrutiny. Boards are required to balance purpose with performance, often under significant financial and operational pressure, while maintaining public confidence.
Our upcoming Charity Conference will explore these issues in depth, bringing together practitioners and experts to consider how governance can support stronger decision-making, more effective oversight and more resilient organisations in a demanding landscape.
Alongside this, it is essential that we continue to engage with the wider global context in which governance operates.
On 23 April, we will host our Annual Lecture at the European Bank for Reconstruction and Development in Canary Wharf. I will be introducing the lecture, which will be delivered by Milica Delević, Secretary General at the EBRD. Her perspective, shaped by experience at the heart of international economic and political institutions, will provide valuable insight into how governance is being shaped by geopolitical change and what this means for organisations operating across borders.
Creating space for these conversations is an important part of our role as an Institute. Governance does not stand still. It evolves alongside the challenges organisations face, and it requires ongoing reflection, debate and professional development.
Leading by example: governance in practice
Governance is about leadership, accountability and trust, so it is only right that we ourselves must lead by example in how we operate.
We are currently inviting applications to join the CGIUKI Board, with two vacancies open from July 2026 under our revised competency-based nomination model. We are particularly keen to hear from individuals with expertise in areas such as technology and digital transformation, as well as branding and communications – priority areas identified through our skills matrix as relevant to our strategic priorities. At the same time, we are actively seeking to broaden the diversity of perspectives represented on our Board, including welcoming early-career professionals and those with broader non-executive or committee experience.
Strong governance depends on both breadth of experience and a willingness to challenge and think differently. It requires boards that reflect the environments in which they operate and the communities they serve, complimented with insight, good practice and lessons learnt from other sectors and jurisdictions. As an Institute, we have a responsibility not only to advocate for this, but to demonstrate it in practice.
What connects all of these strands, from Mauritius to the UK, from professional development to board leadership, is a fundamental shift in how governance is understood.
Governance is not simply a framework or a set of rules. It is a strategic capability.
It shapes how organisations respond to uncertainty, how they manage risk and how they earn and sustain trust.
For governance professionals, that represents both a challenge and an opportunity. The challenge is to adapt to an increasingly complex environment and to develop the skills required to operate at a more strategic level. The opportunity is to play a central role in shaping the success, resilience and integrity of the organisations we serve.
As an Institute, our role is to develop the profession and to contribute to the global conversation about what governance needs to be in the years ahead This, together with strengthening our membership value and relevance, remains my priority focus for 2026.