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INSEAD Corporate Governance Centre

Cutting-edge research and teaching with the goal of developing high-performing boards

Established in 2010, the INSEAD Corporate Governance Centre (ICGC) has been actively engaged in making a distinctive contribution to the knowledge and practice of corporate governance. Its vision is to be the leading centre driving a vibrant intellectual community that contributes to academic and real-world impact in the area of corporate governance globally.

The ICGC harnesses faculty expertise across multiple disciplines to teach and research on the challenges of boards of directors in an international context and to foster global dialogue on governance issue, with the ultimate goal to develop high-performing boards. Through our educational portfolio and advocacy, the ICGC is motivated to build greater trust among the public and stakeholder communities, so that the businesses of today are a strong force for improvement, not only for economic markets but also for society and the environment.

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Cutting-edge research and teaching with the goal of developing high-performing boards

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Responsibility

Rising to the ESG Challenge: Towards Effective Governance

Geraldine Ee

Boards can drive the ESG agenda effectively by identifying what is material to their organisation and being willing to adapt along the way.

Leadership & Organisations

The X Factor in Crafting New CXO Roles Successfully

J. L. Alvarez, S. Svejenova

CXO roles have proliferated in recent decades, making it difficult for some title holders to find their footing in an ever-changing C-suite landscape.

Leadership & Organisations

What the World Can Learn From Nordic Boards

S. Shekshnia, S. B. Jensen, L. Engstam

Proactive, engaged and democratic, corporate boards in Nordic countries are well-placed to deal with today’s increasingly complex operating environments.

Responsibility

Climate Change Gets Up Close and Personal for Board Members

Ron Soonieus

Shell’s directors are the first to face legal action for mismanaging climate risk. Two new INSEAD reports offer advice to board members seeking to avoid the same fate.

Operations

‘Tech for Good’ Needs a ‘Good Tech’ Approach

T. Evgeniou, L. Van der Heyden

Responsible practices using tested processes must be the focus when creating new technology.

Leadership & Organisations

Senior Leaders As Chief Reframing Officers

Ben M. Bensaou

The important role of leaders in giving their employees the space and permission to get creative.
1 comment

Leadership & Organisations

AI: A World of New Opportunity and Risk

T. Evgeniou, K. Firth-Butterfield, A. Sarkar, C. Zimmerman

A new toolkit for C-suite execs on how to responsibly adopt artificial intelligence.
1 comment

Leadership & Organisations

How Nasdaq’s Board Diversity Rule Creates Potential for Real Change

F. Henderson, Z. Kinias, C. Zeisberger

The new rules requiring qualitative and quantitative disclosure about board diversity will better inform investors and (hopefully) spur further progress.
3 comments

Responsibility

Leading Climate Strategy From the Board

R. Soonieus, L. Besland, A. Breeden

Many boards fail to walk the talk when it comes to fighting climate change. Here are some straightforward solutions for directors.
1 comment

Responsibility

Using Corporate Social Initiatives to Build a Purpose-Driven Organisation

C. Bode, M. Rogan, J. Singh

An impact-driven intrapreneurial venture can be a useful stepping stone for changing a company’s DNA, but its unintended consequences need to be managed carefully.

Responsibility

The Sustainability Imperative for the Legal Profession

N. C. Smith, R. Soonieus

Lawyers should step up to help the world seize its “last best chance”.

Leadership & Organisations

Aligning Individual and Organisational Values

M. Guadalupe, Z. Kinias, F. Schloderer

How employees’ personal values fit within their organisation.
1 comment

Strategy

CEOs Who Play to Type Win the Market

Guoli Chen

An important CEO attribute that shapes firm strategies such as mergers and acquisitions is uncovered.

Responsibility

Encouraging Sustainability: Why the Business Case Isn’t Enough

M. Le Menestrel, J. Rode, N. Heinz, G. Cornelissen

The business case for pro-environment investments makes sense intuitively, but appealing to executives’ sense of responsibility might work better.

Strategy

The Relationships That Create Successful Acquisitions

Laurence Capron

A study of start-up acquisitions shows important patterns on both sides lead to a successful integration.