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Corporate Governance
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Four Toxic Symptoms of Success

February 8, 2019 • LEADERSHIP, INNOVATION, Corporate Governance, Business Model, Editors' Pick • • Comments (0)

By Risto Siilasmaa All companies make mistakes but success – especially huge success – can blind companies to their mistakes until it’s too late to recover. Risto Siilasmaa, Chairman of Nokia, shares hard-earned lessons from Nokia’s near-death experience in 2012: How to recognise and prevent the toxicity of success.   When I joined Nokia’s

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Big Business Models Are Back-to-Front Create Long-term Value By Putting Shareholders At the Back-end of Cash Flow Distribution

January 28, 2019 • SUSTAINABILITY & ETHICS, Corporate Governance, Social Impact • • Comments (0)

By Paul Strebel Large firms have been treating their shareholders as their most critical stakeholders. In the short run this might make sense, but not in the long term. The author argues that in order to safeguard and increase the industry’s long-term

Integrative Intelligence for a Trust-based Worldview for Business

September 18, 2018 • Corporate Governance, Team Managment • • Comments (0)

By Sharda Nandram, Puneet Bindlish and Navin Keizer Trust forms the bedrock of any business and can be seen as the fundamental currency of all human activity. The nurturing of trust is key to risk management, innovativeness and economic progress. Businesses

Gender Parody: How to Get Even More White Men on Your Corporate Board

July 4, 2018 • Corporate Governance • • Comments (0)

By Stefanie Johnson Unlike the United States, many European countries have seen declines in the percent of white men on corporate boards. The author presents five strategies commonly used board recruitment strategies guaranteed to maintain the status quo. 

The Simplexity Gap Why Boards are Always a Step Behind their Management Teams – and What To Do About It

July 4, 2018 • Corporate Governance, Strategic Spotlight • • Comments (0)

By Mihnea Moldoveanu and Richard Nesbitt How impactful can simplexity gap be in corporate boards? In this article, the authors show how such gap undermines the role, function and integrity of the board by making it impossible for boards to ratify decisions on

Becoming the Chairman

May 29, 2018 • LEADERSHIP, Corporate Governance, Leadership Development • • Comments (0)

By Didier Cossin and Michael Watkins The move from CEO to Chairman is a major role shift. Success requires a set of leadership qualities which few CEOs have exercised in their previous roles. In this article, the authors elaborate on the qualities of great

Creating an Agile Board of Directors

March 18, 2018 • LEADERSHIP, Corporate Governance • • Comments (0)

By Patrick Dailey and Joel Koblentz As the impulse of industry players to stay ahead of the competition skyrockets, how will you drive superior performance towards greater value creation? In this article, the authors highlight the significance of having an

Gender Diversity in the Boardroom: Finding an Optimal Level?

November 23, 2017 • LEADERSHIP, Women in Leadership, Corporate Governance • • Comments (0)

By Won-Yong Oh, Loren Falkenberg, and Jim Dewald There has been an increase in the number of women serving on boards. Today, everyone talks about “more” women in the boardroom. The more, the better? Probably, not always. In this article, the authors

How to Get Your Functions to Supercharge Your Strategy

September 12, 2017 • STRATEGY & MANAGEMENT, Corporate Governance, Global Business • • Comments (0)

By Jo Whitehead, Anita Hunt and Debbie Rogerson Great strategies often go to waste because they cannot be properly executed. In this article, the authors share not only how to make sure your strategies are executed but also improved by input from the

When Democracy and Centralisation Meet in Leadership

August 23, 2017 • LEADERSHIP, SPECIAL FEATURES, Corporate Governance, David De Cremer on Management, Editors' Pick • • Comments (0)

By David De Cremer and Tian Tao Business leaders face a plethora of challenges and one of those is finding the leadership approach that would benefit the company and its employees. In this article, the authors elaborate on how the right amount of democracy,

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