He distills insights and observations from some vivid case studies of events on seven major boards: National Portrait Gallery, English National Opera, American Public Radio, British Museum, Wigmore Hall, University of the Arts London and Clore Leadership Programme.
Based on almost a hundred “on-the-record” interviews with board member from many skills and professions, this is an account of the human interactions, the successes, the failures, the human tragedies that occur around the board table in pursuit of the elusive goal of “good governance”.
He will then be joined by Dato’ Dr Zaha Rina and Mr. Ferry de Bakker Yeoh for a discussion exchanging their many years’ of experience serving as board directors of prominent arts institutions around the world.
The programme will be moderated by Thiri Thant Mon, CEO of the MIoD.
Learning Outcomes
- There is no difference between a corporate board and a “not-for-profit” board. In fact, cultural boards are often harder to run.
- Unless the chair and chief executive work in close partnership, the organisation will not succeed in being at its best.
- An effective board member brings their best judgement to the table, not only their specific skills.
- “Governance is governance and management is management”.
- Cultural boards must be “business-like” but are not businesses.
Speakers
