Good governance in 2026: Less about process, more about behaviour

Governance has always been important and after hosting a recent webinar, it reinforced something that I have been observing for some time: governance in 2026 is becoming less about structures and processes and more about the quality of decisions, behaviours and organisational culture.

Many organisations have spent years refining governance frameworks, committee structures, reporting cycles and approval processes. Those fundamentals remain important and are increasingly becoming entry level needs. In an environment characterised by complexity, uncertainty and increasing stakeholder expectations, organisations need governance that helps them make better decisions, not simply demonstrate compliance.

The geopolitical instability, AI, increasing levels of technological complexity in projects, rise of mega projects and increased scrutiny of project costs and schedules all shine a light on governance.

Why projects fail despite strong governance frameworks

One of the strongest themes that emerged from the webinar was the growing recognition that culture matters just as much as process. For many years, governance conversations focused on structures and controls. Today, organisations are paying far greater attention to behaviours, trust and the conditions that enable people to raise concerns.

Projects rarely fail because there was no governance framework in place. More often, issues emerge because warning signs are missed (or deleted from the briefing pack), challenge is discouraged, or difficult conversations are avoided. The webinar highlighted the increasing importance of psychological safety and the role it plays in effective decision-making, escalation and risk management.

In my view, this represents one of the most significant shifts in governance thinking. I watched James Evans talk about this at the APM annual conference this year where he talked about the watermelon dashboards; green on the outside, red under the surface. There were many head nods in the room and knowing glance across tables as he spoke about the tension created when everyone knows all is not well, yet the dashboard says otherwise.

Can AI improve governance without replacing human judgement?

Simon Benbaruk opened another topic that generated considerable discussion, which was the impact of artificial intelligence and technology on governance. AI is creating opportunities to improve management information, identify trends and support decision-making. The ability to analyse vast quantities of data quickly has the potential to strengthen governance significantly.

However, as Obi Ozonzeadi pointed out, there is a risk that organisations focus too heavily on the technology itself. Good governance has always been about accountability, judgement and decision-making. AI can improve insight, but it cannot replace responsibility of people to interpret its outputs and make good decisions.

The challenge for organisations is therefore not whether to use AI within governance, rather it is how to ensure accountability remains clear as technology becomes increasingly embedded within decision-making processes. The lessons from finance about getting the quality correct, and treating it as a priority, is one we can all learn from.

What good governance looks like across sectors and major projects

One aspect of the webinar that I found particularly interesting was the consistency of governance lessons across different sectors. Perspectives from local government, healthcare, financial services and major projects highlighted remarkably similar themes despite operating in very different environments.

Whether the discussion centred on public accountability, regulatory oversight, project delivery or operational resilience, the same principles emerged repeatedly:

Clear accountability
Transparent decision-making
Effective escalation
Proportionate assurance
Strong information flows
Continuous learning

The lesson is simple: context may differ, but the fundamentals of good governance remain surprisingly universal. There is something reassuring about that.

The discussion around major projects also resonated strongly with me. There was a particular emphasis on preserving intent throughout the life of a project by ensuring that decisions, assumptions and rationale are documented and understood, regardless of changes in leadership or organisational structures.

This is often overlooked. Leadership teams change. Priorities shift. Organisations evolve. Yet projects can span many years and multiple administrations.

Effective governance should therefore be institutional rather than personal. It should provide continuity despite change and ensure that the original strategic intent remains visible throughout delivery.

Six traits of high-performing governance frameworks

The webinar identified several characteristics of effective governance in 2026. This included outcome-focused governance, data-driven decision-making, proportionate controls, integrated ways of working, empowered accountability and continuous learning.

All of these are important. However, if I were to add one further principle, it would be this:

Governance should be judged by the quality of decisions it enables, not the number of controls it contains. Raymond Iriele’s point that accountability and ownership should be designed into governance reminded me that it is hard to beat a capable individual making a decision that is delegated to them as the cornerstone of great project governance. Not every choice needs a panel.

Too often organisations equate governance maturity with additional reporting, additional meetings and additional oversight. Yet the most effective governance is often invisible. It provides clarity, accountability and confidence while enabling people to act.

Good governance should accelerate delivery, not slow it down.

The future of governance: Creating the conditions for better decisions

As organisations continue to navigate greater complexity, increasing scrutiny and accelerating change, governance will remain a critical capability. The challenge for practitioners is to move beyond viewing governance as a compliance activity and instead recognise it as a mechanism for better decision-making, stronger leadership and improved outcomes.

Perhaps that was the most important message from the webinar: good governance in 2026 is no longer simply about having the right framework. It is about creating the right environment for good decisions to be made.