Governance

Strategy and Leadership


IMD Prof. Michael Wade:
The image of a vortex helps us conceptualize the way digital disruption
impacts firms and industries

IMD Prof. Cossin
Inspiring steward leadership and material ESG investments help us
to create a more positive social impact

Rodria Laline:
Where in governance does the story begins and where does it ends?

MOVING FORWARD IN A CHAOTIC WORLD

Governance is difficult for many to interpret. While we are on the right track in governance, we are still witnessing excesses today and we need to work hard on best-practice governance cases. The corporate governance Code is a good guide and widely supported. And that is not easy if each country ultimately chooses its own path in terms of insight into the Code and in terms of the reasonableness, fairness, and fiduciary duties in complying with the Code. In the Netherlands, the Supreme Court has made a more explicit statement about the binding nature of the principle-based governance Code. To comply or explain is legally anchored in the Netherlands and as a result has direct and indirect effects. But when the Monitoring Commission added long-term value creation compliance to its Code, the challenge of aligning the Code regionally in the world has been increased. In entity-centric thinking the purpose of the company is to produce triple bottom line solutions and, in the process, to produce profits. Creating a great planet for everyone.

Entity-centric thinking and support for ESG targets accelerate the principle that the company is a long-term partnership of stakeholders. Material ESG targets require a government to mandate to stakeholders the use of standards, to execute audits by a 3rd party and to create a fiduciary duty to society. However, the transition from an agency-principle to an entity-centric governance model, is a revolution in governance. Although a new generation widely supports the latter view there is a long way to go. The coronavirus pandemonium shows our global dependencies and creates a wicked problem in the public multi-purpose multi-value governance models. Aligning all those too early creates a chaotic context and uncertainty as to strategy and the role of the board. As a result, today entity-centric thinking in decision-making to balance all interest, purposes and values within the diversity and inclusion of cultures and cross-border governance, needs more governance guidance.





INTRABOND CAPITAL PORTAL
Work in progress



BIG DATA ANALYTICS

Strategy execution. Exploiting analytics, insight and co-creation with customers. New opportunities for the social-enabled enterprise.

ENTERPRISE APP STORE

Immediate and real-time insight in the effectiveness and dynamics of opportunity chains. Growth through customer-facing applications.

MEDICAL LAB-ON-A-CHIP

Building collaborative and long-term investment relationships in nano- and wearable technology to detect deseases.

ROBOTICS NEURONS

Artificial Intelligence, Drones,  Augmented/Virtual Reality, the Internet of Things, Machine Learning, and 3D Printing.

CRISPR GENE EDITING

Mind and matter in the universe. Genome engineering, DNA reading and writing algorithmes, sequenced to be edited and engineered.

BLOCKCHAIN FRAMEWORK

Trusted aligned partnerships in the business ecosystem. New styles of digitial interactions using smart contracts and node network effects.

AUGMENTED REALITY

Retail business. The ecommerce of anything by connecting mobile phones to software overlays, tv-screens, tagged objects and entertainment.

ETG ESG GOVERNANCE

. EnterpriseTechnology Governance. Environment Social Governance. Decide the underlying quest and  for transformation. Pursue value.




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