The current era of great power politics in an anarchic, uncertain and militarised world should have been foreseen. The steady accumulation of power and influence by certain leaders of powerful states has been clear, although overlooked or ignored by some.

Many directors face a dilemma. They may feel they are endeavouring to be socially and environmentally responsible. A company might have CSR and/or ESG policies, invest in pollution reduction initiatives and appear to satisfy legislative and regulatory requirements in jurisdictions in which it operates.

Many boards are vulnerable. The experience, expertise and development of their members, and their attitudes, assumptions and expectations, often derive from a previous era.

Events are more difficult to foresee and prepare for. Shifts underway are causing a rethink of what constitutes responsible leadership and represents business excellence. Systems, processes and infrastructures may all reflect previous estimates of what could or might happen, projections of past trends, and assessments of possible developments.

After relevant preparation, leaders in various arenas with differing career aspirations were often presented with distinct challenges and opportunities. These are now more inter-related. Key decision makers in multiple arenas currently face similar issues and shared global risks.

Recognise global risks and existential threats and address realities. Do not hide your head in the sand, deflect or avoid responsibility.

Countries, boards and executive teams around the world are grappling with rapid developments across a range of technologies, the combined impacts of which could be so profound that many consider a fourth industrial revolution is underway.

Brazil's concept of Mutirão derives from the practices of its indigenous people who work together as a community to tackle shared tasks for the common good, such as constructing a building or an activity from which all might benefit.

Changes to governance arrangements, systems, processes and business models, transition and transformation journeys, and related innovations create additional access routes and more points of vulnerability.

Directorial and executive roles are ever more demanding as uncertainty and insecurity increase, and issues on boardroom agendas multiply, and become more complex, interdependent and difficult to handle.