Governance
Too Many Managers, Not Enough Value Creation
The biggest risk facing many companies is not valuation; it is organisational complexity. Airtasker's Tim Fung on why scale and capability are not the same thing.
Governance
Governance
Why Elon Musk's pay packet is justified
The headline number is absurd; the structure is not. Three questions to ask of any CEO remuneration plan.
Governance
Netflix's Warner Move Shows Why Decision-Making Beats Scale
Reed Hastings no longer runs Netflix, but the decision-making system he built is what made the Warner move possible.
Governance
What Optus and ANZ can teach investors about founder-led companies
Optus and ANZ were not unlucky. Both failures trace back to how decisions get made inside large bureaucracies.
Governance
Want World-Leading Businesses? Start With Longer CEO Pay Deals
Ninety-six per cent of ASX 200 chief executives received a bonus last year. The problem is not the size of the pay; it is the timeframe.
Governance
Nvidia's CEO is selling. Here's why Aussie investors should care
Jensen Huang's selldown is small in percentage terms, but insider selling near peak valuations has a well-documented record.
Governance
Productivity Reform Will Fail Without Rethinking Corporate Decision-Making
Canva is now worth more than Telstra. The productivity debate keeps ignoring the thing that explains why.
Governance
Visionary or Liability: How to Protect your Portfolio Against Bad Founders
Richard White sold on 43 of the 92 days in the December 2024 quarter. Mineral Resources is down 70% since May 2024. The sell signals were visible first.
Governance
Four signs a founder-led company isn't worth the hype
Investors confuse charisma for capability. Four observable warning signs, and what WiseTech shareholders could have seen coming.
Governance
The risks that are different in founder-led companies
Not magnified, but different. Watch the velocity of founder selling, related party transactions, and the succession plan that never gets written.
Governance
What the Royal Commission reminds us about investing
Ken Henry and Andrew Thorburn adhered to every textbook governance rule and it did nothing for NAB shareholders. The problem was ethics, not frameworks.
Governance
Profiting from the “G” in ESG
Standard ESG scorecards are poor predictors of outperformance. The driver they miss is who owns and controls the company.