Navigating the winds of change
Reflections from the Institute of Directors Leadership Conference
“Answer questions, question answers” was the prevailing theme of the 2026 Institute of Directors Leadership Conference, writes Leadership Network Advisory Board member Johannah Katene-Burge. In this article, Johannah shares her key takeaways from the conference, which she attended with fellow Leadership Network members Claire Achmad and James Bushell with support from the Foundation. The Foundation also supported international business advisor Shai Ganu to speak at the conference.
Johannah: "Throughout the conference, new winds arrived from every direction. Some carried opportunities, others warnings."
It is no accident that the 2026 Institute of Directors Leadership Conference was held at Tākina, a special place in Te Whanganui-a-Tara that embodies the winds of truth, sharing and the expression of diverse perspectives.
"Answer questions, question answers" became the prevailing wind that carried courage through more than 700 directors gathered to explore what it means to govern in a permanent state of change.
Throughout the conference, new winds arrived from every direction. Some carried opportunities, others warnings. Together they painted a picture of a world becoming more uncertain, more interconnected and more complex than ever before. Yet amidst the turbulence, a clear message emerged: good governance is not about predicting the wind. It is about understanding how to navigate it.
One of the strongest currents running through the conference was the changing global environment. Discussions explored the geopolitical shifts, technological disruption and economic realignment reshaping markets, communities and institutions. Directors were reminded that uncertainty is no longer a temporary weather event. It is the climate in which organisations must now operate.
The Foundation sponsored Shai Ganu to speak at the event. Ganu advises boards across Asia and around the world about what it takes to be truly future-ready
In representation of the Asia New Zealand Foundation, we were exceptionally proud of the Foundation’s sponsor, Shai Ganu, who framed conversations about Asia's growing influence on our region.
A recurring insight served as an important reminder to an audience of influential governors that there is no single Asia. Instead, there are diverse and dynamic societies, governance traditions and economic systems, each requiring genuine understanding and relationship-building.
In this context, relationship capital emerged as a powerful tool of navigation. As familiar certainties give way to new realities, trust, cultural understanding and long-term relationships may prove to be some of the most valuable assets organisations hold. The conference reinforced the importance of developing Asia capability not simply as a commercial advantage, but as an essential governance competency for New Zealand's future.
Another powerful wind sweeping through the conference was artificial intelligence. Discussion moved rapidly beyond productivity tools and automation towards AI agents, autonomous systems and the future of decision-making. Yet rather than diminishing human leadership, these conversations highlighted its enduring importance.
As information becomes more abundant, judgement becomes more valuable.
The future boardroom will not belong to those with all the answers. It will belong to those asking the most important questions. Directors were challenged to remain curious, to test assumptions and to understand what may be missing from the information presented before them.
Indeed, some of the most memorable sessions focused not on technology, but on silence.
Across discussions on governance failures, organisational culture and whistleblowing, a common lesson emerged: major failures rarely occur because information does not exist. More often, people do not feel able to raise concerns, challenge prevailing views or speak uncomfortable truths.
The Foundation's director business and entrepreneurship Tim McCready interviewing Shai Ganu
One speaker posed a question that stayed with me long after the conference concluded:
What are we not hearing?
Like a shifting wind that signals a storm before it arrives, governance depends on noticing early warning signs. It requires directors to actively seek perspectives beyond management reports, challenge consensus and create environments where disagreement is not only accepted but valued.
Silence, we were reminded, should never be mistaken for alignment.
This theme was reinforced through discussions on disability leadership and customer vulnerability. These sessions challenged delegates to broaden their understanding of inclusion, moving beyond representation and towards decision-making quality.
Good governance requires asking who is absent from the conversation, whose experiences are missing from board deliberations, and what assumptions underpin current systems. Diversity of perspective is not simply a social good. It is a governance strength.
Particularly striking was the challenge to understand vulnerability not as a characteristic of a person, but as a consequence of circumstances and systems. If boards fail to hear from those who struggle to navigate those systems, they risk overlooking emerging issues, hidden barriers and opportunities for improvement.
The conference also returned repeatedly to the concept of stewardship. Boards were encouraged to look beyond immediate organisational performance and consider their responsibility to future generations. Discussions around purpose, people, planet, protection and performance challenged directors to think in decades rather than reporting cycles.
One speaker observed that boards should be looking for people who can "see around corners" and identify tomorrow's risks before they become today's crises. That idea resonated deeply.
In a world defined by rapid technological advancement, geopolitical uncertainty and evolving social expectations, ignorance itself becomes a governance risk. Directors have a responsibility to continually learn, to remain open to challenge, and to understand what may lie beyond the horizon.
Johannah: "The most enduring lesson was not about artificial intelligence, geopolitics or risk frameworks. It was about leadership."
As the conference drew to a close and the winds of conversation settled, I was left with a renewed appreciation for the role of governance in shaping better outcomes for people and communities.
The most enduring lesson was not about artificial intelligence, geopolitics or risk frameworks. It was about leadership.
Leadership that listens.
Leadership that remains curious.
Leadership that makes room for challenge.
And leadership that has the courage to adjust course when the winds change.
My sincere thanks to the Asia New Zealand Foundation for making this experience possible. The opportunity strengthened my governance practice, deepened my understanding of the forces shaping our region across Asia, and reinforced the importance of thoughtful, inclusive and future-focused leadership.
Like the winds that move constantly through Te Whanganui-a-Tara, the insights gained will continue to travel with me long after the conference itself has passed.
Nā tō hoa,
The Asia New Zealand Foundation Leadership Network equips the next generation of Kiwi leaders to thrive in Asia. We provide members with the connections, knowledge and confidence to lead New Zealand’s future relationship with the region.
