What is an organisation without people who are interested, concerned or invested in it? In many ways, it is the stakeholders who make an organisation what it is and as leaders of the organisation it is our responsibility to keep them engaged. In 1999, the UK Passport Authority failed to manage stakeholders effectively as it attempted to upgrade its passport issuing software. Staff were underprepared for the change and customers were left in the dark as media pressure intensified.

In this episode, Bridget and Cameron focus on Principle 8 of the AICD Not-for-profit Governance Principles and are joined by Chief Executive Officer of Diabetes Tasmania and experienced board member, Caroline Wells, to unpack the UK Passport Authority debacle.

Episode Guide:
0:37 — Overview of Principle 8: Stakeholder Engagement
7:04 — Interview with Caroline Wells about how stakeholder engagement should be applied throughout an organisation
28:46 — Wrap-up

What is an organisation without people who are interested, concerned or invested in it? In many ways, it is the stakeholders who make an organisation what it is and as leaders of the organisation it is our responsibility to keep them engaged. In 1999, the UK Passport Authority failed to manage stakeholders effectively as it attempted to upgrade its passport issuing software. Staff were underprepared for the change and customers were left in the dark as media pressure intensified.
In this episode, Bridget and Cameron focus on Principle 8 of the AICD <a href="https://aicd.companydirectors.com.au/resources/not-for-profit-resources/not-for-profit-governance-principles">Not-for-profit Governance Principles</a> and are joined by Chief Executive Officer of <a href="https://www.diabetestas.org.au/">Diabetes Tasmania</a> and experienced board member, Caroline Wells, to unpack the UK Passport Authority debacle.
Episode Guide:
<ul>
<li>0:37 — Overview of Principle 8: Stakeholder Engagement</li>
<li>7:04 — Interview with Caroline Wells about how stakeholder engagement should be applied throughout an organisation</li>
<li>28:46 — Wrap-up</li>
</ul>

Strong leadership is a crucial ingredient when it comes to running a not-for-profit organisation. Take Me To Your Board harnesses the ten Not-for-profit Governance Principles outlined by the Australian Institute of Company Directors (AICD) and applies them to real-world situations.

This show is not just for board members or people who aspire to sit on a board; it's for everyone who wants to find out more about how to run organisations effectively. Hosted by Bridget Delaney and Cameron Allen from TasCOSS each episode deals with one of the principles and features high profile guests who have played critical roles in challenging situations.

Strong leadership is a crucial ingredient when it comes to running a not-for-profit organisation. Take Me To Your Board harnesses the ten <a href="https://www.aicd.com.au/tools-and-resources/not-for-profit-governance-principles.html">Not-for-profit Governance Principles</a> outlined by the <a href="https://www.aicd.com.au/">Australian Institute of Company Directors (AICD)</a> and applies them to real-world situations.
This show is not just for board members or people who aspire to sit on a board; it's for everyone who wants to find out more about how to run organisations effectively. Hosted by Bridget Delaney and Cameron Allen from TasCOSS each episode deals with one of the principles and features high profile guests who have played critical roles in challenging situations.

The not-so-subtle art of good governance.

Take Me To Your Board

Strong leadership is a crucial ingredient when it comes to running a not-for-profit organisation. Take Me To Your Board harnesses the ten <a href="https://www.aicd.com.au/tools-and-resources/not-for-profit-governance-principles.html">Not-for-profit Governance Principles</a> outlined by the <a href="https://www.aicd.com.au/">Australian Institute of Company Directors (AICD)</a> and applies them to real-world situations.
This show is not just for board members or people who aspire to sit on a board; it's for everyone who wants to find out more about how to run organisations effectively. Hosted by Bridget Delaney and Cameron Allen from TasCOSS each episode deals with one of the principles and features high profile guests who have played critical roles in challenging situations.

What is an organisation without people who are interested, concerned or invested in it? In many ways, it is the stakeholders who make...

Stakeholder Engagement

Volkswagen, the German vehicle manufacturer, took a huge risk in 2014 and suffered as a consequence. Following a ruling from the Environmental Protection Agency, there was a whole-of-industry push to sell low emission diesel vehicles in the US. VW's vehicles initially impressed environmental regulators but there was a catch. The cars were fitted with software that could favourably cheat the emissions test. It was known as a 'defeat device' but it didn't fool everyone. Eventually, the ruse was uncovered and the fallout was severe with the company recording its first quarterly loss in 15 years of 2.5 billion euros.

In this episode, Cameron and Bridget look into this scandal from a risk management point of view with the help of special guest Alicia Leis, Partner (Audit, Assurance & Advisory) at WLF Accounting & Advisory. Risk, as per AICD Not-for-profit Governance Principle 5: Risk Management, is defined as the effect of uncertainty on objectives. For many board members, risk management is a rather tedious topic that they'd rather not deal with. But for the savvy board member, it's necessary to know how much risk the organisation is happy to accept. This is a fascinating discussion around one of the worlds most infamous corporate scandals and is a must-listen for any current or prospective board member.

Episode Guide:
0:32 — Overview of Principle 5: Risk Management
7:01 — Interview with Alicia Leis around the importance of evaluating risk around the board table, both before and after the fact
35:12 — Wrap-up

Volkswagen, the German vehicle manufacturer, took a huge risk in 2014 and suffered as a consequence. Following a ruling from the Environmental Protection Agency, there was a whole-of-industry push to sell low emission diesel vehicles in the US. VW's vehicles initially impressed environmental regulators but there was a catch. The cars were fitted with software that could favourably cheat the emissions test. It was known as a 'defeat device' but it didn't fool everyone. Eventually, the ruse was uncovered and the fallout was severe with the company recording its first quarterly loss in 15 years of 2.5 billion euros.
In this episode, Cameron and Bridget look into this scandal from a risk management point of view with the help of special guest Alicia Leis, Partner (Audit, Assurance &amp; Advisory) at <a href="https://wlf.com.au/">WLF Accounting &amp; Advisory</a>. Risk, as per <a href="https://aicd.companydirectors.com.au/resources/not-for-profit-resources/not-for-profit-governance-principles/principle-5-risk-management">AICD Not-for-profit Governance Principle 5: Risk Management</a>, is defined as the effect of uncertainty on objectives. For many board members, risk management is a rather tedious topic that they'd rather not deal with. But for the savvy board member, it's necessary to know how much risk the organisation is happy to accept. This is a fascinating discussion around one of the worlds most infamous corporate scandals and is a must-listen for any current or prospective board member.
Episode Guide:
<ul>
<li>0:32 — Overview of Principle 5: Risk Management</li>
<li>7:01 — Interview with Alicia Leis around the importance of evaluating risk around the board table, both before and after the fact</li>
<li>35:12 — Wrap-up</li>
</ul>

Volkswagen, the German vehicle manufacturer, took a huge risk in 2014 and suffered as a consequence. Following a ruling from the...

Risk Management

Could the ongoing Theranos saga have been avoided with a more effective board? For a board to be effective it must take a thoughtful, disciplined and professional approach to its work. It can be quantified through forward planning, efficient operation of meetings and performance assessments.

In this episode, Bridget and Cameron unpack the role AICD Not-for-profit Governance Principle 4: Board Effectiveness played in the case of Theranos, the Silicon Valley start-up that wasn't quite what it seemed. The company touted a breakthrough in health technology through the use of small automated devices and in 2014 was valued at around $10 billion. However, the technology was not what founder Elizabeth Holmes claimed and she was charged with fraud in 2018. Highly experienced board member and Chair of Spirit Super, Naomi Edwards, helps the team assess how a stronger focus on board effectiveness may have exposed the problems overlooked by the Theranos board and helped to mitigate the damage.

Episode Guide:
0:32 — Overview of Principle 4: Board Effectiveness
5:44 — Interview with Naomi Edwards about what an effective board looks like and how this principle may have helped in the long-running Theranos saga
39:29 — Wrap-up

Could the ongoing Theranos saga have been avoided with a more effective board? For a board to be effective it must take a thoughtful, disciplined and professional approach to its work. It can be quantified through forward planning, efficient operation of meetings and performance assessments.
In this episode, Bridget and Cameron unpack the role <a href="https://aicd.companydirectors.com.au/resources/not-for-profit-resources/not-for-profit-governance-principles/principle-4-board-effectiveness">AICD Not-for-profit Governance Principle 4: Board Effectiveness</a> played in the case of Theranos, the Silicon Valley start-up that wasn't quite what it seemed. The company touted a breakthrough in health technology through the use of small automated devices and in 2014 was valued at around $10 billion. However, the technology was not what founder Elizabeth Holmes claimed and she was charged with fraud in 2018. Highly experienced board member and Chair of <a href="https://spiritsuper.com.au/">Spirit Super</a>, Naomi Edwards, helps the team assess how a stronger focus on board effectiveness may have exposed the problems overlooked by the Theranos board and helped to mitigate the damage.
Episode Guide:
<ul>
<li>0:32 — Overview of Principle 4: Board Effectiveness</li>
<li>5:44 — Interview with Naomi Edwards about what an effective board looks like and how this principle may have helped in the long-running Theranos saga</li>
<li>39:29 — Wrap-up</li>
</ul>

Could the ongoing Theranos saga have been avoided with a more effective board? For a board to be effective it must take a...

Board Effectiveness

Every single member of a board needs to have a deep understanding of the responsibilities of their role for the organisation to run effectively. After all, it is the board who have the ultimate responsibility for the organisation.

In this episode, Bridget and Cameron delve into arguably one of the most important (and most beefy) of the AICD's Not-for-profit Governance Principles — Principle 2: Roles and Responsibilities. Looking back at the now infamous Australia Post Cartier watch saga, they highlight what happens when a board fails to properly adhere to good governance principles and instead tries to shift the blame. Enlisting the help of one of the state's most experienced board members and the Director of Environment, Development and Community at Kingborough Council, Dr Katrena Stephenson, they ponder what could have been for Australia Post and cover off on the expectations all new and aspiring board members should be aware of before deciding to take a seat at the table.

Episode Guide:
0:36 — Overview of Principle 2: Roles and Responsibilities
6:20 — Interview with Dr Katrena Stephenson about the importance of clearly defined roles and responsibilities for a board and its members with reference to the Australia Post fiasco
35:55 — Wrap-up

Every single member of a board needs to have a deep understanding of the responsibilities of their role for the organisation to run effectively. After all, it is the board who have the ultimate responsibility for the organisation.
In this episode, Bridget and Cameron delve into arguably one of the most important (and most beefy) of the AICD's <a href="https://aicd.companydirectors.com.au/resources/not-for-profit-resources/not-for-profit-governance-principles">Not-for-profit Governance Principles</a> — Principle 2: Roles and Responsibilities. Looking back at the now infamous Australia Post Cartier watch saga, they highlight what happens when a board fails to properly adhere to good governance principles and instead tries to shift the blame. Enlisting the help of one of the state's most experienced board members and the Director of Environment, Development and Community at <a href="https://www.kingborough.tas.gov.au/">Kingborough Council</a>, Dr Katrena Stephenson, they ponder what could have been for Australia Post and cover off on the expectations all new and aspiring board members should be aware of before deciding to take a seat at the table.
Episode Guide:
<ul>
<li>0:36 — Overview of Principle 2: Roles and Responsibilities</li>
<li>6:20 — Interview with Dr Katrena Stephenson about the importance of clearly defined roles and responsibilities for a board and its members with reference to the Australia Post fiasco</li>
<li>35:55 — Wrap-up</li>
</ul>

Every single member of a board needs to have a deep understanding of the responsibilities of their role for the organisation to run...

Stakeholder Engagement

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