The world expects Boards to challenge management and ensure they optimise company performance. Management, on the other hand, also expects the board to provide help and support. Both dimensions (challenge and support) are easy to overdo. How can Boards strike the right balance and avoid the traps of extremes?
Published by: SID DIRECTORS’ BULLETIN (2017 Q2)
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Alex Reinhardt was brought in to turn around a renewable-energy company that had been on the verge of bankruptcy until the German government bailed it out. After he fainted from overwork and burnout and had to take a medical leave, the board appoi...
Given the scale of state support for the clean energy transition, fostering relevant policy disclosure by G20 members is consistent with longstanding G20 priorities of macro-stability, better governance and the promotion of harmonious internationa...
In the rapidly evolving landscape of artificial intelligence, organizations are grappling with how best to harness its transformative power. Some are choosing to create a new senior management position with enterprisewide oversight of AI activitie...
This study addresses multiple-principal–agent power dynamics in state-owned enterprises (SOEs) in emerging markets. We investigate under what conditions agents (CEOs) accede to demands of government-linked principals. Our qualitative study in Indo...
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in Binder, Julia Katharina (Ed.); Haanaes, Knut Bjarne (Ed.) / Leading the sustainable business transformation: A playbook from IMD, pp. 33-45 / Hoboken: Wiley, 2025
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in I by IMD
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in I by IMD
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Global Trade Alert Report, 7 October 2024
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in I by IMD Magazine September 2024, no. 15, pp. 62-64
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in MIT Sloan Management Review Fall 2024, vol. 66, no. 1, pp. 62-66
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in Journal of Management Studies September 2024, vol. 61, no. 6, pp. 2406-2436, https://doi.org/10.1111/joms.12977
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