Governance is defined as ‘the framework of authority and accountability’ that defines and controls actions and outcomes. Or it should be: sometimes it is a set of structures, processes and systems which, although carefully arranged, don’t deliver governance in action. We know this from the stream of corporate crises here in the UK for example: from the Rolls Royce corruption scandals in the 1970s through to Carillion, Britain’s construction giant which went bankrupt in 2017; the Countess of Chester Hospital where a neonatal nurse murdered seven babies; or the recent case of the British Museum where 2,000 treasures were reported ‘missing, stolen or damaged’.

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