by Charlie Helps FRSA | Jul 15, 2026 | Corporate Governance
Reliance is not a passive act of trust; it is a calculated exercise of judgement rooted in the veracity of evidence. Many UK directors currently struggle with a difficult paradox: they are inundated with data yet starved of clarity. Reports frequently focus on...
by Charlie Helps FRSA | Jun 10, 2026 | Board of Directors, Corporate Governance, Governance
Complexity is not an inevitable byproduct of organisational growth; it is the silent residue of a failure to govern the spaces between departments. When Boards permit reporting lines to become opaque and allow technological tools to increase friction rather than...
by Charlie Helps FRSA | Jun 2, 2026 | Consulting and Advisory, Corporate Governance, Governance
Compliance is no longer a shield; it is a baseline for survival that demands active, human-led oversight. Directors often struggle under the weight of regulatory fatigue, particularly as Provision 29 of the 2024 UK Corporate Governance Code now requires a formal board...
by Charlie Helps FRSA | Feb 11, 2025 | Board of Directors, Governance, Integrated Reporting, Integrated Thinking
How do NHS Boards get their assurance? The transformation from “internal control” to “Board Assurance Framework” (BAF) represents a significant shift in both terminology and practice that has had far-reaching implications for NHS governance. In...
