What I'm reading - Katie Bhreatnach

This December, Tāmaki Makaurau Auckland-based Katie Bhreatnach CMInstD will be speaking at the IoD’s Women Directors’ Network Mentoring Circle on the theme Navigating conflict and board dynamics. 

A qualified lawyer (Australia, New Zealand and Ireland), Katie graduated from international business school INSEAD’s Advanced Management Programme and gained her Master’s Degree from Trinity College in Dublin. This laid the educational foundations for an executive career across the commercial sector – financial services, FMCG, manufacturing, infrastructure, technology and aviation.

Not one to be boxed in, Katie’s governance interests are as broad as her executive experience, encompassing kaupapa Māori, education, social enterprise and the not-for-profit (NFP) sector, enabling her to bring her expansive lens to board roles with Global Women, Te Wānanga o Aotearoa, AMP and The College of Law New Zealand; she is also chair of Trusts Arena Stadium and St Mary’s College in Ponsonby.

This week, Katie’s book recommendations lean into what it means to navigate megatrends, the importance of developing an awareness of biases and how they inform our decisions. She also delves into her passion for “high-quality media that goes beyond algorithm-driven content” and why boards should commit to deep strategic thinking and value creation beyond reviewing board papers. 

What are the ‘governance/business’ books you’re reading or can recommend?

I love books that ignite strategic thinking and plant seeds around predicting and navigating megatrends. Some of the best books I’ve read provide deep insights into how to approach today’s volatile and rapidly changing world. As an example, I’m a big fan of Nassim Nicholas Taleb’s Antifragile, which explores how systems cannot only withstand disruption but also thrive from it – an essential concept for building resilience in the face of global uncertainties. 

Nobel Prize-winner Daniel Kahneman’s book Thinking, Fast and Slow, while academic, is a favourite and investigates the biases that impact our decision making. Having an awareness of these is crucial for developing clear board strategies amid complexity and ambiguity. 

Peter Diamandis and Steven Kotler’s The Future Is Faster Than You Think explores exponential technologies and how they’re reshaping industries at an unprecedented pace. 

I also enjoyed Condoleezza Rice and Amy Zegart’s Political Risk: How Businesses and Organizations Can Anticipate Global Insecurity, which offers a framework for understanding geopolitical risks – a critical component of strategic planning in an increasingly globalised, urbanised and interconnected world.

I’m currently reading (and chatting) widely about future workforce strategies, particularly in light of the megatrends we are seeing – not just generative AI but globalisation, urbanisation and demographic changes. A bold prediction I recently read is that we are likely to have multiple unicorns with fewer than five employees as businesses focus increasingly on what’s core and outsource everything that’s ‘chore’. The same author predicts the death of HR functions! Whether this is a hollow provocation or not, future workforce strategies need to be front of mind – not just what we will need, but what skills we will need.   

What is something you’ve taken away from reading that now follows you into your board roles?

Boards must commit time to deep strategic thinking and value creation beyond reviewing board papers. Patrick Dixon, a futurist, and business thinker says that in a world where "things are faster than they've ever been and slower than they ever will be," failing to think ahead risks the very survival of our organisations. When I went through the Advanced Management Programme at INSEAD we undertook an exercise where we deliberately brought about the destruction of our businesses. We then used that to fuel ideation. I recommend it. 

How does reading feed into your continued governance practice/ learning?

As much as I love a good book, a focus for me is a high-quality media diet that goes beyond algorithm-driven content. Regular publications like The Economist are a good start. I personally have access to an excellent bank of publications as an alumni of INSEAD business school.  A high-quality media diet ensures you are exposed to a range of different ideas and perspectives, but also means you can keep up with the rapid changes shaping our world. While I love books, they are only part of the story (excuse the pun) given the pace of change and time to publication.

No matter what stage you are at in your governance career, challenging yourself to think strategically and exposing yourself to new, and different, ideas is essential to ensure you are adding value. 

When you’re not reading books on business or governance, what kind of books are you likely to pick up?  

I’ve just finished reading Tree of Nourishment, Monty Soutar’s second book in the captivating Kāwai trilogy. It’s an incredible piece of historical fiction set at a pivotal moment in our history, exploring the complexities of colonisation – the story is both gripping and thought provoking. 

I’ve found it inspiring to reflect on how our tīpuna navigated times of profound change. It reminds me of the whakataukī, Kia whakatōmuri te haere whakamua – looking back to look forward – which resonates deeply as we face today’s challenges in an environment that is volatile, uncertain and complex, and moving at an unprecedented pace.

What are some of the most pertinent governance issues that are top of mind for you, and why?

One of the most pressing governance challenges we face today is ensuring long-term sustainability. As directors, we have a responsibility to prioritise both environmental stewardship and sustainable productivity, ensuring that the legacy we create is one of resilience and accountability. As chair of the Trusts Arena, I am proud of our initiative to become the first stadium in Aotearoa to install solar panels on our roof. 

While I was a director at AMP, I was actively involved in developing climate disclosure statements for our funds and schemes, as part of the government’s commitment to transparency and environmental responsibility in capital markets. Being a good ancestor is top of mind in all my roles.

What has been the most surprising thing you’ve discovered about yourself and others while being on a board?

Effective governance is very different from effective executive leadership. It’s not about having all the answers but about asking the right questions and fostering robust discussions. The distance from the business is a great asset, as is ‘outside’ thinking.  I’m grateful to have developed my skills under chairs that excel at creating an environment where the power of collective insights shapes stronger and more creative outcomes.

If there was anything you want to see more of at the board table, what would it be, and why?

I want to see Aotearoa thriving and effective governance is crucial to achieving this vision – especially governance that embraces bold, forward-thinking discussions that challenge traditional business models. We must proactively identify and capitalise on emerging risks and opportunities, particularly in areas like digital innovation, social and environmental impact, and cultural intelligence. 

By fostering a dynamic and adaptive mindset, boards can not only drive meaningful change, but also enhance competitive advantage, ensuring that our strategic actions today create sustainable value for all stakeholders, both now and in the future.

Register to attend the Mentoring Circle event here. 

If you would like to submit a book review for our 2025 schedule, please contact: sonia.yee@iod.org.nz