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...
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Didier Cossin speaks about the latest edition of his book "High Performance Boards", a comprehensive guide to transforming boards and achieving best-practice governance in any organisation.
Sustainability practices require good governance. Unlike other corporate initiatives, these usually involve a change in the company’s overall direction, including its strategy. That makes sustainability an issue of governance involving the entire ...
As any executive will tell you, moral suasion will not convince most companies to commit to sustainability. Even major long-term threats will not do it. Companies need positive reasons to undertake significant investments. Fortunately, sustainabil...
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Today’s chaotic and turbulent competitive context means the board’s role is more important than ever. Beyond their traditional oversight role, boards today are critical in shaping strategy, managing risks, maintaining accountability, and driving i...
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In times of difficulty, knowing when to get involved and learning to master your emotions are essentials skills to prevent making a bad situation worse.
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...
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Hiring a Chief AI Officer is all the rage, but not all organizations need such a role. Whether yours does will depend largely on where you are at in terms of working with AI.
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Despite the 2019 Business Roundtable pledge to redefine capitalism for the benefit of all stakeholders, progress by companies still lags behind the rhetoric. To move the dial, we need more courageous boards.
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...
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in Binder, Julia Katharina (Ed.); Haanaes, Knut Bjarne (Ed.) / Leading the sustainable business transformation: A playbook from IMD, pp. 291-303 / Hoboken: Wiley, 2025
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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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Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD 7 November 2024
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Global Trade Alert Report, 7 October 2024
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in I by IMD Brain Circuits 4 October 2024
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Research Information & Knowledge Hub for additional information on IMD publications
in MIT Sloan Management Review Fall 2024, vol. 66, no. 1, pp. 62-66
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