My Premium Governance

For decades, governance has been treated as something heavy, static, and bespoke — built slowly, documented once, and rarely revisited until something goes wrong. That …

For decades, governance lived inside static documents—PDFs written once, approved once, and rarely revisited. Policies were treated as destinations rather than journeys. Compliance meant existence, …

In the early days of an organisation, informal governance feels like a strength. Decisions are fast.Trust is high.Everyone knows everyone.Processes feel unnecessary. And for a while …

Governance is often described as policies, frameworks, and oversight structures. But in practice, governance lives in documents—policies, procedures, contracts, risk assessments, board papers, and approvals. And …

When partnerships fail, boards fracture, or projects collapse, the cause is rarely a single bad decision.More often, it’s something far quieter — unclear expectations. Unspoken assumptions. …

When governance fails, the blame often falls on people — poor leadership, weak oversight, or bad decisions. But in reality, most governance failures don’t begin …

For decades, governance has been framed as control. Rules, approvals, audits, penalties. Enforcement-heavy systems were designed to prevent failure by limiting freedom and tightening oversight. …

For years, governance inside organisations followed a familiar pattern: One compliance officer.One risk manager.One person expected to “know it all,” flag everything, and keep the …

Why governance that looks right often fails when it matters most In boardrooms, startups, non-profits, and growing organisations alike, governance documents are everywhere. Policies.Frameworks.Checklists.Controls. At …

For decades, governance was seen as something that lived almost exclusively in the boardroom. Formal meetings, annual reviews, high-level decisions—important, yes, but distant from daily …