Author Archives: Alan Hewitt

In this blog piece, Alan Hewitt talks about AI and the evolving role Company Boards should take in the development, roll-out and evolution of AI technologies within their organisations.

Change can be a difficult process, no matter the size or type of organisation. In this blog piece, Alan looks into the challenges that come with implementing new changes in organisations and what leaders should consider to ensure a successful transition period.

In this blog piece, we take a look at the book “Factfulness: Ten Reasons We’re Wrong About The World – And Why Things Are Better Than You Think” by Hans Rowling, following a discussion about how our view of the world may not be correct, or the way it seems. We also give our thoughts on why we believe that this book would be a good read for all Company Board Directors.

The complex challenges faced by companies today introduces the concept of “Dilemma Reconciliation” from a course by Fons Trompenaars and Charles Hampden-Turner, this approach suggests resolving dilemmas by reconciling opposites rather than compromising.

The article discusses how AI-powered chatbots like ChatGPT can potentially help in creating better-structured board packs and revolutionize minute-taking. However, the need to prove the technology’s accuracy and build trust before widespread adoption will need to be considered too.

hybrid working board challenge blog post cover

Hybrid working became a priority for organisations during the pandemic. As restrictions ease-up in 2023, we discuss the current state of hybrid working and its impacts on the companies and it’s employees, as well as how board portal technology plays a key role within the hybrid work environment.

hybrid working board challenge blog post cover

Remote working became a priority for organisations during the pandemic. But is it the only option moving forward? We explore the hybrid working model and how it might be put to the test post COVID-19.

The world has changed with the onset of COVID-19. What does this mean for the board and its ability to deliver value? How should boards operate in this new landscape?

We’ve adapted to new ways of working and collaborating remotely. Here are some recommendations for establishing remote working practices for boards.

Every aspect of our businesses and lives are undergoing changes that wouldn’t have been believable before the COVID-19 pandemic. How will boards cope and evolve with the rate and severity of change?

COVID-19 is a dramatic event that we never expected to face, but it brings with it an opportunity to reassess our ways of working and thinking.

Will the COVID-19 pandemic cause a major shift in how boards work? Will this impact how board meetings are conducted in the long term?