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Gilles Hilary

INSEAD Professor of Accounting and Control

Biography

Gilles Hilary was a Professor of Accounting and Control at INSEAD and The Mubadala Chaired Professor in Corporate Governance and Strategy. He is now a professor at Georgetown University. He has an MBA from Cornell University and a PhD from the University of Chicago. He also has a French professional accounting degree (DESCF). Before joining INSEAD, he has worked at the Hong Kong University of Science and Technology (HKUST) for close to 7 years, for HEC Paris for approximately a year and, before that, for leading (“Big Four”) accounting firms. He has taught in different capacity in undergraduate, MBA, EMBA, Executive Education programs and PhD programs at HEC Paris, HKUST, Northwestern University and the University of Chicago. His research focuses on the use of accounting information to make investing and financing decisions. He has published in journals such as the Journal of Accounting and Economics, The Journal of Accounting Research, The Accounting Review, the Journal of Finance, the Journal of Financial Economic, the Journal of Financial and Quantitative Analysis, Management Science or the Review of Accounting Studies. He has received multiple teaching and research awards.

Latest posts

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Operations

Machine Learning for Risk Management

G. Hilary, S. Viswanathan

Growing artificial intelligence systems are unearthing previously unknown wrongdoing in organisations, but they should be matched by human oversight.
2 comments

Strategy

Preventing Social Media Armageddon

Gilles Hilary & Varun Mittal

The accessibility and fluidity of social media leaves organisations open to significant risks. But there are countermeasures organisations can take to prevent reputation disaster.
1 comment

Operations

The Professionalisation of Cyber Criminals

Opportunistic hackers are taking advantage of the maturing dark web markets and Cybercrime-as-a-Service business model to professionalise their activities.
1 comment

Strategy

Embrace the Fuzzy Crystal Ball

Complex models employed to forecast the future as accurately as possible are a poor way to plan for uncertainty.

Operations

How Cybercrime Is Evolving

The anonymous and borderless nature of cybercrime puts every organisation at potential risk.
3 comments

Strategy

Does Your Organisation Run on Fear?

Gilles Hilary & Vip Vyas

Overbearing and oppressive leadership can make people afraid of failure, destroy initiative and even cause unethical behaviours within the enterprise.
5 comments

Strategy

Gaining Influence in a Crisis

Gilles Hilary, Marie-Hélène Mansard

Complex crises need less “managed” communication approaches.
1 comment

Operations

The "Internet of Things" at Risk

Internet-enabled devices improve productivity and help us achieve greater innovation, but there are three major risks that could unravel it all.
2 comments

Operations

The End of Human Risk Management?

Automation only works well when humans are highly involved.

Leadership & Organisations

Are You Sure You Want to Join a Board?

So, you’ve been asked to join a board? You’ll surely do your own due diligence, but beware of a potentially dangerous threat: your own brain
3 comments

Leadership & Organisations

Managing Godfathers

If your company is expanding overseas, you’ll need to get to know the local “godfathers”, influential individuals who can help or seriously hinder your advance.
1 comment

Responsibility

Volkswagen: Requiem for a Dream?

Crisis management is only the first step for Volkswagen. Whether or not the company bounces back depends on its ability to change its culture.

Strategy

Eight Ways the Military Manages Uncertainty

From managing and structuring information to fostering internal learning and smooth communication, the military holds lessons for businesses operating in uncertain environments.

Leadership & Organisations

How to Stay in Business Through a Disaster

Disaster can strike at any time. While crisis manuals are lengthy, they should have three key pillars.
1 comment

Strategy

Expanding Through Uncertainty, the Carrefour Way

Any good strategy is based on a risk-reward analysis but what happens when the environment is particularly uncertain and the threats difficult to understand?
1 comment

Leadership & Organisations

What Business Leaders Can Learn from Generals

The military approaches peacetime with risk management and wartime with uncertainty management. To operate amid uncertainty, managers become leaders and more autonomy is given to troops to ensure agility and resilience.

Responsibility

How Not to Respond to a Scandal

G. Hillary, L. Soulodre

Wherever there has been a sport contest with wagers, there have been opportunities for bribery and corruption. But organisations involved in sport today can no longer afford the risks of association with scandal.

Responsibility

New Tools Needed for Managing Uncertainty

Traditional risk management frameworks have failed to prevent major environmental, social and governance disasters. New ideas are needed from outside corporations.