A 'set and forget' approach will not suffice if the AICD is to continue supporting our members effectively in this dynamic governance landscape, says AICD CEO Mark Rigotti MAICD. 

    A year ago, in this column, I announced a refresh of AICD strategy, supported by the strategic pillars of membership, education and policy leadership. This is within our theme of Strengthen and Grow. We established three ambitious goals: to lead the director community, to set the global standard in governance education, and to advocate for world- class governance.

    In line with our strategy refresh, we committed to a rolling prioritisation and sequencing of the strategic initiatives moving us towards these goals. A “set and forget” approach will not suffice if the AICD is to continue supporting our members effectively in this dynamic governance landscape. Members are navigating rapid technological advances, complex regulatory settings and a challenging growth outlook. Our strategy must be on the same journey. While the core of our strategy is unchanged, we have deepened our commitment in the three key areas, reflecting member feedback.


    Our Member Value Proposition is to ensure our members stay at the forefront of effective contemporary governance. We do this through a range of initiatives including tailored learning pathways and events that enhance members’ capabilities. We aim to foster an engaged community where members connect and share best practices.


    We are committed to being the centre of lifelong learning for directors, continuously adapting our offerings to set the benchmark in governance education. Our initiatives aim to broaden the scope and impact of our training, ensuring that more directors are well-equipped for their roles. This strategic expansion focuses on depth and breadth to enhance governance practices. We are pursuing growth through quality.

    Policy leadership

    As a top-tier advocacy body, the AICD aims to drive positive change in public policy and board practices. We are deepening key stakeholder relationships to raise awareness of the AICD’s policy positions. We are also improving the visibility of our policy and practice work for members. Our influence enables us to shape policy and practice as part of a “Team Australia” approach, fostering a governance landscape that allows organisations to thrive.

    Our strategy includes organisational transformation, with significant digital initiatives to enhance the membership experience, improve efficiency and position us for growth. For example, we are transforming how members engage with the AICD by offering on-demand digital platforms that provide tailored resources and data-driven personalisation.

    We are focused on simplifying the AICD, exploring how we can make it easier for our members to achieve their goals and interact with us. We are also forging strategic partnerships that will extend the AICD’s reach and bring additional insights and expertise in key governance areas.

    We are committed to continuing to strengthen and grow our culture and our people as part of our collaborative “One Team Approach”. A crucial part of our strategy continues to be listening to members. I look forward to hearing more of your feedback as we implement and adapt.

    At the end of this month, Naomi Edwards FAICD will succeed John Atkin FAICD as chair of the AICD board. I would like to thank John for his leadership and support for me and the AICD staff during his tenure. John has made an impact at the Institute particularly in his advocacy for reconciliation, which has profoundly changed the way the AICD approaches supporting and learning from Aboriginal and Torres Strait Islander directors and organisations.

    Congratulations to Naomi. Her experience and record as a director speak for themselves and we are looking forward to working with her in the role of chair.

    This article first appeared under the headline ‘A Continuous Conversation’ in the June 2024 issue of Company Director magazine.

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