In the wake of recent cyberattacks on high-street names such as M&S and Co-op, it’s increasingly clear that no organisation is safe from cybercrime. But while major retailers often have the resilience to absorb such crises, membership bodies and not-for-profit organisations face a far greater set of vulnerabilities.

Boards really matter. A successful board of directors adds significant value to an organisation and its stakeholders. Good boards do not happen by accident. Nor does board effectiveness last indefinitely. Many boards don’t achieve their potential because they remain collections of individuals and never form into a team.

The government’s £113bn spending review, unveiled on 11 June 2025, aimed to reset the political narrative by showing where they are prioritising spending.

Boards need to see their way through the myriad of definitions, interpretations and priorities that have come to be ESG. The question is: how?

With increasing importance placed on boards embedding ESG considerations in their decision-making and operations, stakeholder capitalism has become something of a buzzword du jour. It is intrinsically linked to sustainability as it is grounded in the view that giving consideration to wider interests, perspectives and impacts leads to long-term value creation.