Sound governance is not some abstract ideal or utopian pipedream. Nor does it occur by accident or through sudden outbreaks of altruism. It happens when leaders lead with integrity, when directors actually direct and when stakeholders demand the highest level of ethics and accountability. 

I first began to make the case for these and other enduring truths in leadership and governance nearly 50 years ago — against much boardroom skepticism, I might add. Those ideas evolved into the theory of stakeholder capitalism, a term I coined in the 1980s.

History has convincingly shown their importance over the years, as well as the consequences of their absence. These timeless values of accountability, trust, stewardship and integrity are more important than ever in a post-pandemic world where people have begun to make new and surprising discoveries about themselves, what is truly important in their lives and in the organizations they depend on.

Capturing the power of ethics, and understanding the ethics of power, in the building of well-governed and successful organizations is very much part of the unfinished agenda for 21st century leaders and boardrooms.

After four decades, we’re proud to still be illuminating the evolution of private enterprise and public trust.

Welcome to The Finlay Centre for Corporate & Public Governance.  How can we help you?

J. Richard Finlay | Founder