July 31, 2006

An unsettling home truth lies buried at the heart of corporate governance in New Zealand. Despite being charged with carrying the can for their organisations’ performance, local directors have few tools at their disposal to measure their own strengths and weaknesses. That may be about to change.
– The Director, Vol 4 No 2

An unsettling home truth lies buried at the heart of corporate governance in New Zealand. Despite being charged with carrying the can for their organisations’ performance, local directors have few tools at their disposal to measure their own strengths and weaknesses. That may be about to change.

When is the best time for senior executives to look at a job change? Peter Harbidge offers some practical advice.