Governing for public purpose in turbulent times

GGI’s June webinar, Governing for public purpose in times of socio-political change, gathered leaders from across the public and third sectors to grapple with the evolving demands of governance in a shifting political and societal landscape.

Chaired by GGI chief executive Professor Andrew Corbett-Nolan, the session explored how public purpose organisations can navigate increasing complexity and unpredictability. Opening the discussion, Andrew reminded attendees of the “unknown unknowns” facing boards today—from global instability and artificial intelligence to domestic political volatility—and stressed the need for strategic clarity amidst this turbulence.

Guest speaker Richard Hughes, Chief Executive of Arwen Cultural Trust in Wales, shared insights from leading a cultural and community services charity that emerged from local authority austerity. He stressed the value of staying rooted in hyperlocal realities while navigating national and global shifts, urging leaders to understand emerging political sentiments, including those represented by populist parties, and to engage with elected officials constructively.

Cedi Frederick, GGI special adviser on housing and inequalities, emphasised the enduring importance of keeping service users at the heart of governance. Drawing parallels between healthcare and housing, he highlighted lessons from tragic failures such as Grenfell and Rochdale and noted the cost—both financial and human—of losing focus on core responsibilities. Frederick also warned of a growing leadership vacuum, with increasing difficulty in recruiting non-executives and executives across public services.

GGI Partner Aidan Rave echoed these sentiments, urging leaders to strengthen their stewardship by mastering the ‘brilliant basics’ of governance, defining personal and institutional red lines, and using disruption as a catalyst for public good. “Everything connects to everything else,” Aidan said, advocating for integrated, values-led leadership rather than siloed governance.

The session also heard from other senior figures in health, housing, and community leadership, contributing under the Chatham House Rule. They underscored the role of anchor institutions, the potential of community assets like libraries, and the need to truly understand public frustration—rather than simply react to its populist expressions.

Andrew closed the session by highlighting GGI’s High-Performance Board 2030 programme on board-level strategic thinking using the McKinsey three horizons model and underlining our commitment to enabling purpose-driven governance in an era of disruption.