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In many organisations, especially community groups and nonprofits, leadership changes happen quietly. Someone steps down, someone else steps up. It is often informal, and while that might feel natural, it can leave the organisation exposed. Without a clear plan, important knowledge can be lost, roles may be misunderstood, and progress can stall. Succession planning isn’t
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The recent cyberattack on Qantas is not just a headline – it reflects a truth many organisations are reluctant to face: We are not as in control as we think we are. Despite decades of investment in cybersecurity, a single phone call to a third-party helpdesk was enough to compromise a national airline. This incident
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Boards and executive leadership teams are increasingly operating within tightly controlled information environments. Reports are curated, risks are reframed, and operational realities are often obscured. This dynamic, while efficient, can inadvertently distance decision-makers from the lived experiences of staff, service users, and communities. Here, we explore the need for a recalibration of governance practice –